AttractionPros Podcast (AttractionPros)
Explore every episode of AttractionPros Podcast
| Pub. Date | Title | Duration | |
|---|---|---|---|
| 02 Jan 2024 | Episode 330 - 2024 Resolutionary Episode | 00:44:22 | |
Keep connecting with IAAPA in 2024! Join your colleagues and peers at the IAAPA FEC Summit from January 21st to the 23rd in San Antonio, Texas. Or, plan to celebrate the industry’s most significant achievements at the new IAAPA Honors event held in conjunction with the IAAPA North America Summit, March 3rd to the 5th in Las Vegas. We can’t wait to see you there! Visit IAAPA.org for more information. As we head into 2024, AttractionPros is proud to present the seventh annual “resolutionary” episode, which sets the stage for the year to come. To go forth, we reflect on 2023 as Matt and Josh discuss not only their personal goals, but goals for the industry as well. As you set your goals for the upcoming year, we hope you discover valuable advice and guidance as we discuss our resolutions, and hope they can provide a great framework to help you achieve your goals for 2024. In this episode, Matt and Josh talk about the power of accountability as they share their goals and resolutions for 2024. Accountability One of the most powerful forces in life is accountability. Josh shares that announcing his upcoming book on the podcast served as a motivating factor, propelling him to publish The Hospitality Mentality in 2023 and ensure its successful completion. Additionally, because AttractionPros has a strong and growing audience that keeps us accountable, it has helped ensure that every Tuesday since September 2017, there’s been a new podcast for our listeners to hear. New Year's resolutions often wane or fall short, but establishing not only internal but also external accountability can significantly enhance the pursuit of those goals. This is also incredibly important in our industry, as making sure we hold ourselves accountable ensures that we can deliver great experiences to guests every day of the year. Josh’s Resolutions In 2024, Josh wants to focus more on building partnerships and sustaining guest experience initiatives. Josh shares that throughout his career, he’s often flown out for a temporary time to deliver a workshop, and typically finds himself working in short timeframes. Josh wants to commit more time to growing guest experience initiatives and building more rewarding and long-lasting relationships within the industry. Josh never expected to become a public speaker, but now finds himself consistently speaking at expos and workshops. Knowing this, Josh wants to commit to becoming a great public speaker in 2024 by taking advantage of the resources around him, such as enrolling in courses at The Second City in Chicago. By finding a unique voice and providing opportunities to laugh, Josh will make sure he’s an even better speaker the next time you hear him. Josh’s final resolution is that he’d like to hold more in-person events in 2024. After hosting two successful events in 2023 with the AttractionPros meetup and his book launch at IAAPA Expo, Josh has fallen in love with the relaxed environment and opportunities to build relationships and meet people in a setting that doesn't revolve around exchanging business cards. We hope to see you at the AttractionPros meetup in 2024! Matt’s Resolutions Matt’s first resolution for 2024 is that he’d like to keep building POC (Performance Optimist Consulting) YOUniversity by getting more help. So far, Matt has ventured on this journey primarily alone, and looks forward to bringing new perspectives not only to execute the next steps, but also create them. Matt’s second resolution for 2024 is more personal, as he wants to keep committing to his health after receiving open heart surgery. Although several factors are out of his control, Matt realizes there’s still plenty he can do to ensure his well-being. Since surgery, Matt’s been exercising, avoiding fried foods, and working to build great habits that lead to positive lifestyle changes. Matt’s final resolution for 2024 is that he’d like to make sure he can tell his story when it will make a positive impact on somebody. Matt wants to make sure that this story is a chapter in his life, and not the whole book. By using the story in the right moments, Matt can continue to make an incredible impact on people’s lives. Resolutions for the Industry Our first 2024 resolution for the industry is to take care of your people. There are far too many people who feel guilty about taking time off, and too many people who feel like they can’t take care of themselves. By taking the proper steps, Leadership can hold themselves accountable to improving their employee well-being. Our next resolution is to make exceeding expectations part of the standard operating procedure. When we, as leadership, focus our energy in the right place, we can make sure guests have incredible experiences by training our frontline staff to consistently exceed the expectations our guests have developed. Another resolution, as shared by Jenn Whitmer in Episode 322, is to not avoid conflict. So many negative aspects of culture, guest experience, and employee experience occur when we avoid conflict. While conversations can be difficult, handling that conflict and acknowledging the issues can help remedy many negative experiences in the workplace. Our last resolution for the industry is to eliminate the phrase “Let me get my manager.” So many people don’t include complaint resolution/recovery in their standard operation procedure. By allowing frontline staff to resolve complaints and provide a service recovery, the guest and employee can both walk away as winners.
If you have been inspired by our guests to achieve your goals, we would love to hear about it. Please connect with us via Facebook, Linkedin, X, Instagram, or send us an email. We wish you a happy, healthy, and successful year ahead, and we look forward to bringing you many more amazing guests in 2024! This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:
To connect with AttractionPros: | |||
| 26 Dec 2023 | Episode 329 - Jamie Flaherty talks about using technology to impact the guest experience, making feedback-based improvements, and riding the ride | 00:56:09 | |
Keep connecting with IAAPA in 2024! Join your colleagues and peers at the IAAPA FEC Summit from January 21st to the 23rd in San Antonio, Texas. Or, plan to celebrate the industry’s most significant achievements at the new IAAPA Honors event held in conjunction with the IAAPA North America Summit, March 3rd to the 5th in Las Vegas.
We can’t wait to see you there! Visit IAAPA.org for more information.
Jamie Flaherty is the VP of Business Development and Marketing for Netserv Applications and oversees Tatvam Analytics. As a self-proclaimed “Attractions Ninja,” Jamie has been passionate about guest experience technology since early on in his career when he worked with a startup in college. After selling the startup, he joined the team with Gateway Ticketing Systems, where he was able to work with attractions all over the world for more than a decade. More recently, he joined Netserv to oversee Tatvam Analytics, which helps attractions compile guest feedback to make ongoing improvements to the experience and the organization. In this interview, Jamie talks about using technology to impact the guest experience, making feedback-based improvements, and riding the ride.
Using technology to impact the guest experience
"There is so much more technology that impacts the experience than most people realize."
When people share stories of their experience visiting attractions, they usually don’t talk about the technology like the ticketing platform or other tools that they use to help manage the venue or deliver the experience. In most cases, if people talk about technology, it’s usually because something wasn’t working.
Technology, specifically the tools that impact the guest experience, should be woven in so seamlessly that the guest doesn’t know how they work or that they even exist. Attractions leaders should view technology as a means of removing friction from the guest experience as the core purpose.
Making feedback-based improvements
"The things you're doing wrong are what you need to fix, and the things you're doing right are what you can charge more for."
Jamie boldly states, “Don’t trust your guest experience team” when it comes to understanding what the largest areas of concern are. Instead, focus on collecting feedback from well-rounded sources to see the holistic view of the guest experience and understand what the largest complaints and friction points are. This includes internal feedback, as well as social media, online reviews, and anywhere else that guests can share their perception of the experience.
When you identify what the largest issue is, you can allocate your resources and attention toward resolving the largest issue. It’s also important to note that the solution is not the opposite of the problem. Jamie shares a story where an attraction noted that their largest complaint had to do with crowds. Instead of reducing crowds by limiting attendance, they pulled back to identify when and where the perception of crowds were the heaviest, and focused efforts on shifting people throughout the building as well as spreading attendance toward slower time periods. In turn, their attendance went up, along with guest satisfaction, creating a win-win outcome.
Riding the ride
"The more you experience as a guest, the more you can help other people."
In addition to working in the industry, Jamie is an avid consumer of the product as well, as he regularly visits parks and attractions with his family. This helps to influence his perception of the experience as he is regularly on the lookout for ways that parks are incorporating technology. His children have also changed the way he views the operation by gaining their perception.
This mindset extends into how industry professionals experience attractions while attending networking events, expos, or visiting clients. Jamie shares the importance of “riding the ride” or experiencing the attraction as a guest, because it helps to enhance how we are able to help those we serve, whether it is guests visiting our attraction or the clients and partners we make in the industry.
To learn more about Tatvam, visit https://tatvaminsights.com. To reach Jamie directly, connect with him on LinkedIn.
This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:
To connect with AttractionPros: | |||
| 07 Nov 2023 | Episode 322: Jenn Whitmer talks about creating positive culture with complex people, conflict as a posture, and the importance of rest | 00:49:21 | |
Calling all thrill makers, fun creators, and AttractionPros! Get ready for the ride of a lifetime at IAAPA Expo 2023 - the global attractions industry’s premier event. Join us in Orlando, November 13-17, for a week of learning, networking, and exploring trends and new technologies. Discover innovative solutions for growth that will supercharge your business and enhance your career. Register by November 10th at iaapa.org/iaapaexpo and save up to 30% and get an additional $10 off with code apros.
Jenn Whitmer is a renowned speaker, leader, and enneagram specialist. Jenn’s professional journey started in music education, and it was after her transition into school administration that she discovered her deep-seated passion for leadership and conflict resolution. After watching a positive workplace fall apart, Jenn made it her mission to share her powerful message of how personality and leadership intertwines, making her a perfect guest for our podcast! In this interview, Jenn tells us about creating positive culture with complex people, conflict as posture, and the importance of rest.
Creating Positive Culture with Complex People
"Welcoming people as whole people creates more productivity at work."
Jenn shares that workplaces should be viewed as communities, not families. By fostering an environment where colleagues are welcomed with open arms, individuals feel at ease being their authentic selves at work. This approach not only promotes diversity and contributes to a positive workplace culture where emotions are valued, but it helps people experience that wonderful sense of belonging.
Jenn's strategy, known as Joyosity, revolves around what she calls the "Three E's" - Exploration, Engagement, and Experience. This approach encourages colleagues to freely explore their work, become deeply engaged in their tasks and responsibilities, and ultimately have a great experience by feeling welcomed and appreciated.
Conflict as Posture
"80% of conflict is miscommunication."
Viewing conflict as a posture is simple - instead of thinking of conflict as individual vs. individual - Jenn says it should instead be looked at like the game ‘Red Rover’, where it’s an intertwined team fighting to break the conflict across the field. It’s not people vs. people, it’s people vs. conflict.
Additionally, most conflict stems from limited resources and different angles. Instead of framing these situations as conflicts, consider them opportunities for problem-solving that can help the identification of miscommunications and lead to the resolution of the "conflict" in a much more straightforward manner.
The Importance of Rest
"As leaders, we should encourage people to take time off."
It’s simple, when we’re not rested, we’re not effective. Jenn shares that most of the Western world overworks themselves and has lost the true definition of rest. Rest is recognizing that we’re limited, and when we accept and work around those boundaries, we become much more productive.
Jenn highlights that she has three essential keys to achieving proper rest. First, she emphasizes the value of taking mini-breaks to relax the brain. Second, utilizing all of your allocated vacation time can significantly contribute to productivity. Lastly, she underscores the critical importance of tending to your body's physical needs, which includes maintaining a healthy diet and ensuring adequate sleep to get true rest.
To learn more about Jenn, click here. To connect with Jenn, connect with her on LinkedIn or follow her on Instagram.
This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:
To connect with AttractionPros: | |||
| 05 Sep 2023 | Episode 313: Jonathan Benjamin talks about immersive illusions, learning from employees, and adapting to multiple cultures | 00:50:24 | |
Jonathan “JB” Benjamin is the Chief Executive Officer of Museum of Illusions, an edutainment museum concept bringing guests into a fascinating world of illusions where nothing is ever quite as it seems. With experience at various global restaurant and hotel chains, retail outlets, and trampoline parks, JB brings extensive knowledge to a unique and relatively new attraction type. In this interview, we talk about immersive illusions, learning from employees, and adapting to multiple cultures.
Immersive Illusions
"There's a trend these days of immersive experiences, and we're riding that wave."
JB talks about the uniqueness of the Museum of Illusions as an attraction and its appeal to all ages. In this way, there is a greater opportunity for immersion not only in the facility and the exhibits, but with family members as well. The more you CAN experience together, the more you WILL experience together, which creates richer memories for everyone.
We also learn that immersion does not have to mean VR or the latest technology. JB explains that some of the illusions that guests get to experience are based on older concepts that are given new life in the museum.
Learning from employees
"We learn as much from our employees as they learn from us."
People may complain about it, but the easiest way to reach people, especially younger team members, is to meet them where they are. That means utilizing technology when appropriate, even just to open doors to a deeper conversation.
JB says they are far from the point of being able to say they know everything. Being open to employee feedback and having the ability and willingness to adapt are two things that JB leans on to ensure the employee experience remains fresh and relevant. Listening to his employees is one of the best ways to learn about the community and the guests.
Adapting to multiple cultures
"It's part of our DNA to try to assimilate to the local community."
At the time this episode was recorded, there were Museums of Illusions in 25 countries. JB embraces the differences those countries bring in terms of culture, community, employee base, etc. Just like there is no one-size-fits-all for guests or employees, the same can be said for the operating best practices for all of the countries they occupy.
JB says that a large part of the process of assimilating and adapting to new cultures is to simply talk to the people already living there. They will tell you what will work and what won’t, and where you need to focus your energy to be a part of the community rather than an outlier.
To connect with JB, visit him on LinkedIn, or you can email him at jb@museumofillusions.com. For more information on the attraction and locations, visit Museum of Illusions or stop by one of the locations near you!
This podcast wouldn't be possible without the incredible work of our amazing team:
To connect with AttractionPros: | |||
| 11 Apr 2023 | Episode 292 - Ray Lauenstein talks about history of making waves, water amenities outside of water parks, and surfing without the ocean | 00:56:27 | |
Ray Lauenstein is the Director of Business Development at ADG (Aquatic Development Group), a leading North American waterpark design, construction, and manufacturing firm. From a young age, Ray had a passion for water and nature while he was exploring, and this passion continued to follow him through his professional career. After starting in sports leisure and baseball training, Ray found his way to ADG through a friend's recommendation, where he rekindled his love for water. With over a decade of experience at ADG, Ray was recently promoted to Director of Business Development, where he aims to bring the joy of water to people around the world. In this interview, Ray shares insights on the history of making waves, water amenities beyond traditional water parks, and surfing without the ocean.
History of Making Waves
“When you stand still, you fade away.”
ADG initially entered the industry as a pool contractor, constructing Olympic-sized pools for clients in the region. However, as the market for traditional pools began to decline, ADG's leadership recognized the need to innovate and set themselves apart. They started drawing inspiration from around the world, and ventured into the market of creative water, which ultimately definesd their identity today.
As ADG continued to grow and innovate, they acquired other companies and continued to find inspiration for their products, which can now be found in water parks worldwide. Today, ADG is a design-build firm and manufacturer, offering a wide range of products and services to help clients take their next big dive in the market.
Water Amenities Outside of Water Parks
“Everyone loves water.”
While ADG is well-known for their work in water parks, they have expanded their reach into other sectors as well. They have worked with clients in RV resorts, zoos, aquariums, and other areas where water-based entertainment could add another dimension to the experience. ADG's focus on innovation has allowed them to continue pushing the boundaries of what's possible, and their expertise in creating unique water experiences is highly sought after by their clients.
Water features are a versatile and universal attraction that can enhance any environment, regardless of language or cultural barriers. Whether it's a pool in a sports stadium or an interactive spray pool in an aquarium, these water features can add a dynamic and immersive dimension to any experience. The appeal of water-based entertainment is widespread, and by incorporating these features into new areas, the guest experience can be taken to another level.
Surfing Without the Ocean
“Surf is the anchor, and we’re layering it with the social piece.”
Starting with a small attraction off of I–drive in Orlando, ADG has always been working to create surf technology ahead of its time. Since catching their first wave, ADG has gone through many renditions of their compact surfing simulator, eventually leading them to epic-surf, a surfing simulator that can use a real surfboard with a water depth of 3-5 ft.
With this innovation, ADG can create new experiences for land-locked guests, and also help inspire the next generation of great surfers. After all, anywhere people can find a wave, they’ll ride it. By taking advantage of this growing market ADG hopes to take compact-footprint surfing to the next level.
To connect with Ray, you can find him on LinkedIn. To learn more about ADG, visit their website here.
This episode is kindly sponsored by Attractions.io, the guest experience platform behind Merlin Entertainments’, San Diego Zoo’s, and the PGA Championship’s branded mobile apps. Like us, the team at Attractions.io are on a mission to elevate our guest experiences and ensure they exceed the expectations of today’s digitally native guests. By combining a branded mobile app with an operator console that consolidates behavioral data from every touchpoint in the guest journey, the Attractions.io platform empowers operators with the tools they need to increase guest satisfaction, spending, and loyalty. To learn more about how Attractions.io can help you connect your end-to-end guest experience, visit Attractions.io/howitworks.
This podcast wouldn't be possible without the incredible work of our amazing team:
To connect with AttractionPros: attractionpros@gmail.com | |||
| 23 Apr 2024 | Episdoe 346: Zach Blutner talks about the interverse, layers in storytelling and creating a sandbox | 00:46:32 | |
Zach Blutner is the Managing Director of Inter_. Zach has built his career in tourism, museums, attractions, and experiences, all in New York City. Inter_ is an AI-led immersive experience. The experience is led by “I,” who is from the future and has returned to tell guests what it has learned. Guests visiting Inter_ get to interact with projection mapping, interconnected orbs, an interactive floor, and visually stunning interactive elements that often connect to a deeper meaning, message, or story for guests to explore. In this interview, Zach talks about the Interverse, layers in storytelling, and creating a sandbox.
The Interverse “Interactive immersive experiences aren’t a new concept, but it’s a term that’s become hot now.” When people think of immersive, they think of one giant room with projection mapping. While that is one avenue of immersive entertainment, Inter_ combines many elements into what Zach describes as “interversive.” This includes projection mapping, but multiple elements for guests to explore and interact. Inter_ then fuses physical and digital art, resulting in the term, “phygital.” This creates an environment where the guest feels like they are the main characters in a movie, where they want to both participate and take photos and videos to share the experience with others. Layers in storytelling “The approach that I've had to experiences for many years is to create layers in your storytelling.” Each immersive attraction is unique in its own way, and they all seek to tell stories. Someone can visit Inter_ and experience it on the surface level and feel satisfied with their experience, whereas others can go deeper into the message and story that they seek to deliver, which extends far beyond their visit. The main focus of Inter_ is to demonstrate that we are all connected and we are all one. This can be sensed through the multiple layers of storytelling that Inter_ delivers, allowing guests to interact with one another, even if they didn’t come together, to go as deep as they’d like into Inter_’s message. Creating a sandbox “If they know what the rules are and they know what the objective is, then they’re good to go.” When discussing Inter_’s employee culture, Zach shares his philosophy of creating a sandbox, which focuses on making sure that team members are comfortable, and that they have the tools to engage within the experience. Leadership should provide them with the guidelines and areas that are required, and then let them explore their unique capabilities within the sandbox. This mindset originated when Zach was a tour operator, where he said he never created a script for tour guides. While the parameters should be put in place for what’s required, all team members should be encouraged to be their authentic selves. If it is not authentic, guests begin to disengage, which negatively impacts their overall experience.
To learn about Inter_, you can visit interiam.co, or follow them on LinkedIn, TikTok, or Instagram. To connect with Zach directly, you can reach out on LinkedIn. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:
To connect with AttractionPros: | |||
| 05 Dec 2023 | Episode 326 - Matt and Josh talk about the Hospitality Mentality | 00:40:37 | |
Keep connecting with IAAPA in 2024! Join your colleagues and peers at the IAAPA FEC Summit from January 21st to the 23rd in San Antonio, Texas. Or, plan to celebrate the industry’s most significant achievements at the new IAAPA Honors event held in conjunction with the IAAPA North America Summit, March 3rd to the 5th in Las Vegas. We can’t wait to see you there! Visit IAAPA.org for more information.
It’s time to change the way we think about customer service. For so many years, we’ve heard phrases like “treat the customer with respect,” “put yourself in the guest’s shoes,” “customer service is just about being nice,” or “the customer is always right.” In Josh’s new book, The Hospitality Mentality, he offers a fresh perspective to customer service that aligns more with guest experience and loyalty instead of traditional customer service. While the concepts apply to all business types, the book was written with the attractions industry top of mind. In this episode, Matt and Josh explore The Hospitality Mentality, covering topics that include working with people, how hospitality is for everyone, and how our guests don’t need us.
Working with people The hospitality industry, including attractions, requires a desire to work with people as a requirement for the job, and therefore isn’t for everyone. However, even if you are a people person, without a proper understanding and implementation of the Hospitality Mentality, an organization won’t be able to deliver the fantastic service standard they want to provide to their guests. To add context, Josh reminisces about a restaurant he visited, noting that it was staffed with excellent employees who believed they were well-suited for the hospitality industry due to their kindness and authenticity. However, despite their admirable intentions, the lack of a hospitality mindset made the overall experience frustrating for visitors, despite the fact that the employees were “nice,” and the restaurant ultimately closed.
Hospitality is more than an industry Josh shares that hospitality is a universal language that extends beyond the leisure industry. Connecting the dots of Josh's ideas reveals the simplicity of applying these principles to any context, but mostly those involving human interaction. Throughout the process of publishing his book, Josh has shared many stories on how these ideas have gone beyond the walls of the attractions industry. A manager at a child support call center found value in adopting multiple ideas that not only enhanced the service provided, but also positively impacted their team. Furthermore, a member of a homeowner’s association shared that they wished the association had the Hospitality Mentality to make the experience even more enjoyable and swiftly resolve issues for its members.
Guests don’t need us Josh shared a simple principle in his book that centered around one idea: guests don't need us. However, Josh uses this as an opportunity, and breaks it down into a simple three-step idea that helps build the hospitality mentality. First, it’s important to know that guests don’t need us, which leads us to Josh's second point; guests’ alternative options are limitless. Alternative options can span from direct, local competition all the way to streaming services and at-home entertainment. Knowing this, Josh shares that we need to show our guests that we know that. Guests come to an experience expecting it to exceed all the direct and indirect competitors, and we need to prove them right by providing the best possible experience they can ask for.
To learn more about The Hospitality Mentality (and to purchase a signed copy), click here. As of December 5th, 2023, The Hospitality Mentality is available at your favorite bookstore and online.
This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:
To connect with AttractionPros: | |||
| 03 Sep 2024 | Episode 365 - Michael Browning talks about consolidating fragmentation, customers and users, and adventure slides. | 00:48:02 | |
Tap into innovation at IAAPA Expo, the biggest industry event of the year. Join us and other AttractionsPros in Orlando, FL, Nov. 18-22 to engage with the global community. Learn from the experts, leave with new ideas, and turn your passion for the industry into new possibilities. Register now to save up to 30%. Looking for daily inspiration? Get a quote from the top leaders in the industry in your inbox every morning.
Michael Browning is the Founder and CEO of Unleashed Brands, a company born out of a desire to create a consolidated platform for youth enrichment during the COVID-19 pandemic. Unleashed Brands focuses on helping children learn, play, and grow by bringing together world-class brands that offer everything from science and technology education to physical activity and creative play. The company was inspired by Michael’s personal experiences as a parent and his frustration with the fragmented nature of youth activities. In this interview, Michael talks about consolidating fragmentation, customers and users, and adventure slides.
Side note: check out Michael’s first interview on AttractionPros, released in May of 2019.
Consolidating Fragmentation
"Where there is fragmentation, there is an opportunity for consolidation."
Michael’s vision for Unleashed Brands was born out of a personal frustration during the pandemic. While trying to find activities for his three children, he noticed the fragmented nature of youth enrichment opportunities. This led him to the realization that there was a significant opportunity to consolidate these offerings under one platform. Drawing inspiration from other industries that successfully consolidated services—like restaurants and home services—Michael aimed to create a platform that addressed the most important asset in a family: the children. Unleashed Brands was built with the mission to help children learn basic skills in science, technology, engineering, and math, identify and grow in their hobbies, and escape through play. The company now includes multiple brands that cater to different aspects of youth development, all working towards the common goal of enriching children's lives.
Customers and Users
"Our customer is the parent, and our user is the child."
Understanding the distinction between customers and users is at the core of Unleashed Brands' success. Michael emphasizes that parents are the customers who make purchasing decisions, while children are the users who actually experience the products and services. This understanding allows Unleashed Brands to create targeted marketing strategies and develop offerings that meet the needs of both groups. For parents, the company focuses on selling values like courage, coordination, and self-respect. For children, the emphasis is on providing a fun and engaging experience that keeps them coming back. This dual approach not only enhances customer satisfaction but also increases the lifetime value of each family within the Unleashed Brands ecosystem.
Adventure Slides
"There are different designs for each of the different slides. There are different ways that the guests will traverse the slides, so it can be different every time."
Urban Air recently introduced adventure slides as part of its attraction mix. While slides have been a staple in various entertainment settings for years, Michael explains that their uniqueness at Urban Air lies in how they are integrated with other attractions. The goal is to provide a diverse range of physical experiences that keep guests engaged and coming back for more. Michael notes that a single attraction cannot sustain a business over time, which is why Urban Air continues to innovate and add new experiences. The adventure slides are a testament to this strategy, offering a fresh and exciting way for children to stay active while ensuring that the overall experience at Urban Air remains dynamic and appealing.
To learn more about Michael Browning and Unleashed Brands, you can connect with him on LinkedIn or visit UnleashedBrands.com for more information about the company and its offerings.
This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:
To connect with AttractionPros: | |||
| 01 Oct 2024 | Episode 369 - Val Syganevich talks about mixed-reality storytelling, competing with the digital world, and the power of “what-if" | 00:48:10 | |
Tap into innovation at IAAPA Expo, the biggest industry event of the year. Join us and other AttractionsPros in Orlando, FL, Nov. 18-22 to engage with the global community. Learn from the experts, leave with new ideas, and turn your passion for the industry into new possibilities. Register now to save up to 30%. Looking for daily inspiration? Get a quote from the top leaders in the industry in your inbox every morning.
Val Syganevich is the President and Co-Founder of Freckled Sky, a production company specializing in themed entertainment and live events. With a diverse background ranging from programming to graphic design and eventually comedy, Val’s career took a turn when he decided to pursue entertainment more seriously. After moving from Ukraine to the United States with his family, Freckled Sky was born out of a passion for creating immersive experiences that merge physical and digital worlds. In this interview, Val talks about mixed-reality storytelling, competing with the digital world, and the power of “what-if.” Mixed-Reality Storytelling“We are in live experiences, attractions, whatever, in our real world. But we also had our own unique creative expertise, how we merge physical and digital worlds, how we tell stories by using technologies but not showing technologies.” Val discusses how Freckled Sky differentiates itself by focusing on mixed-reality storytelling. This approach blends physical and digital elements to create immersive experiences without relying on visible technology like screens or VR headsets. Val emphasizes the importance of storytelling in their productions, ensuring that the audience is fully engaged without the distraction of obvious technological elements. By integrating digital aspects seamlessly into the physical environment, Freckled Sky creates a unique experience that goes beyond traditional entertainment. Competing with the Digital World“The only way how we compete with digital world, to use all the power of digital world and make something more than that in our real-life experiences.” Val touches on the challenge of competing with the pervasive digital world. He recognizes that the younger generation is deeply entrenched in digital experiences, yet he believes that live, in-person events still hold unparalleled value. Freckled Sky aims to leverage digital tools not to replicate screen-based experiences but to enhance real-world interactions. By doing so, they provide audiences with something that purely digital experiences cannot—an authentic, tangible connection in a shared physical space. The Power of “What-If”“First of all, we are dreamers, and that's actually what moves us. We haven't done our best show yet, our best project yet.” Val reflects on the importance of dreaming and the question of "what if" as a driving force behind Freckled Sky’s innovations. He believes that there are no bad ideas, only bad executions, and that the key to success lies in the "how" rather than the "what." This mindset allows his team to constantly push the boundaries of what’s possible in live entertainment. Whether developing new attractions or refining existing concepts, the spirit of exploration and the willingness to dream big keep Freckled Sky at the forefront of the industry.
To learn more about Val and Freckled Sky, visit their website at freckledsky.com. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:
To connect with AttractionPros:
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| 06 Aug 2024 | Episode 361 - Nick Miller talks about being part of the show, the need for human connection, and trusting your crazy ideas | 00:51:34 | |
Tap into innovation at IAAPA Expo, the biggest industry event of the year. Join us and other AttractionsPros in Orlando, FL, Nov. 18-22 to engage with the global community. Learn from the experts, leave with new ideas, and turn your passion for the industry into new possibilities. Register now to save up to 30%.
Nick Miller is the Director of Guest Experience for Original X Productions. With a career that began in his teenage years, Nick's passion for attractions was sparked by a contest win at Six Flags Great America, leading him to pursue roles in marketing, public relations, and operations with Merlin Entertainments. Now at OGX Productions, Nick helps create immersive, branded experiences like the Friends Experience and Harry Potter Magic at Play. OGX Productions, a leader in location-based branded entertainment, is known for delivering high-quality, interactive experiences in partnership with major intellectual properties. In this interview, Nick talks about being part of the show, the need for human connection, and trusting your crazy ideas. Being Part of the Show"The staff really can make or break just about any experience. They can play roles, they can play characters, and they can be so into Friends and be a Friends superfan themselves that they're teaching our guests things that they didn't know about the show previously." Nick emphasizes the importance of staff engagement in delivering exceptional guest experiences. At OGX Productions, team members are encouraged to immerse themselves in the worlds they represent, whether it’s Friends, Harry Potter, or other beloved franchises. By embodying characters and using specific vocabulary, staff can create an authentic and engaging atmosphere. This approach not only enhances the guest experience but also ensures that visitors feel a deeper connection to the attractions. Training and recruitment are crucial to this process. Nick highlights the need for finding individuals who are passionate about the IPs and providing them with the tools to succeed. This includes giving staff members a script of lines and scenarios to use, ensuring they can interact with guests in ways that feel both natural and magical. By doing so, OGX Productions maintains high standards of guest satisfaction and engagement. The Need for Human Connection"People have a craving for real connection and real experiences and something that is going to transport them out of the every day and allow them to suspend their disbelief somewhere else. And that's where attractions can come in." Nick discusses the challenges and opportunities presented by technology in the attractions industry. While smartphones and digital content offer convenience, they often fall short in providing the deep, emotional connections that in-person experiences can offer. Attractions have the unique ability to offer immersive, multi-sensory experiences that cannot be replicated online. This is crucial in an age where human connection is increasingly mediated by screens. Nick believes that attractions must leverage this advantage by creating environments that foster genuine interactions and memorable moments. By doing so, they can attract visitors who seek more meaningful and engaging experiences. This emphasis on human connection helps differentiate attractions from digital entertainment and reinforces their value in creating lasting memories. Trusting Your Crazy Ideas"Trust your crazy ideas. It’s something that I've held very close to me since college, and I just went with it." Nick’s philosophy of embracing unconventional ideas has been a guiding principle throughout his career. He recounts a story of bringing LEGO minifigures to a networking event, which helped him stand out and make connections. This willingness to think outside the box has not only fueled his personal success but also driven innovation within the organizations he has worked for. In the context of staff development and leadership, Nick encourages a culture where employees feel empowered to propose and pursue bold ideas. This approach fosters creativity and drives progress within the industry. By trusting their instincts and taking calculated risks, leaders and team members alike can contribute to the growth and evolution of their attractions, ultimately enhancing the guest experience.
For those interested in connecting with Nick or learning more about Original X Productions, he can be reached on LinkedIn. Additionally, he welcomes emails at nick.miller@ogxproductions.com.
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| 07 May 2024 | Episode 348 - Steve Balliet talks about working for a purpose, from the bean to the bar, and transformational leadership | 00:48:33 | |
Steve Balliet is the Senior Manager of Hershey’s US Owned Retail in Hershey, PA. In his role, Steve runs both Hershey’s Chocolate World locations, with one in Hershey, PA, and one in Times Square in New York. Steve began his career at Dorney Park as a seasonal supervisor where he found his passion for the business, particularly in leadership. Later, Steve took an opportunity to move to Hershey, where he has been for more than 20 years. In this interview, Steve talks about working for a purpose, from the bean to the bar, and transformational leadership.
Working for a purpose “When you think about Hershey, you think about fun, you think about chocolate, and you think about kids.” The Milton Hershey School, founded in 1920 by Milton Hershey, is a boarding school for orphan boys. Currently, the school serves thousands of underprivileged kids from all around the country from kindergarten through 12th grade. The school is funded by the Hershey Company and Hershey Entertainment & Resorts in perpetuity. For Hershey employees, whether they work in the theme park, hotel, factory, or any other business entity, they get to come to work every day knowing that their work serves even more than a profitable business, but that it truly goes to a cause that helps so many people in need.
From the bean to the bar “Our stories are rooted in reality and authenticity.” One of the most iconic aspects of Hershey’s Chocolate World is being able to take the factory tour, a dark ride that takes riders through the story of how chocolate is made. Steve refers to it as being an immersive experience, as it brings guests into a compelling story that is both educational and entertaining. The factory tour was part of Milton Hershey’s vision of being able to showcase how the product is made to demonstrate the high-quality standard that goes into each and every piece of candy. In the 1970s, the popularity of the tour prompted the creation of Hershey’s Chocolate World to create the tour as a standalone experience. Over time, the ride has been updated to reflect continual changes to the story; however, the original track layout and ride system remains unchanged.
Transformational leadership “My day exists to make my team look good.” Steve refers to himself as a transformational leader and is passionate about developing the individuals in the teams that he supports. Steve defines transformational leadership as taking complex ideas and making them simple so they can be understood and implemented with ease. Transformational leadership also incorporates continuous improvement. Steve stresses the importance of failing fast and learning from mistakes in the interest of growth and continual development. Steve says that you should strive to make the guest experience a little better than the day before.
To learn about Hershey’s Chocolate World, visit www.chocolateworld.com. To connect with Steve directly, you can email him at sballiet@hersheys.com.
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| 22 Oct 2024 | Episode 372: Bron Launsby talks about innovation excellence, building a franchise, and how culture is everything | 00:39:42 | |
Tap into innovation at IAAPA Expo, the biggest industry event of the year. Join us and other AttractionsPros in Orlando, FL, Nov. 18-22 to engage with the global community. Learn from the experts, leave with new ideas, and turn your passion for the industry into new possibilities. Register now to save up to 30%.
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Bron Launsby is the CEO and Founder of Slick City Action Park and Innovative Heights Management Company. Bron’s journey to founding Slick City started with a background in retail, working in corporate positions for companies like Kohl's and Cracker Barrel, where he developed product lines and strategies to increase sales. In 2011, after being introduced to the trampoline park industry, Bron decided to pivot his career into entrepreneurship, eventually scaling to nine trampoline park locations. His innovative approach led to the creation of Slick City Action Park, a new concept that blends dry slides with attractions for all ages. In this interview, Bron talks about innovation excellence, building a franchise, and how culture is everything. Innovation Excellence"Sometimes innovation comes in the form of processes, and sometimes programs, but it’s always about reinvesting in your business." Bron’s background in retail management laid the foundation for his relentless focus on innovation. He describes how his early career in retail taught him the importance of constantly improving operations, whether by creating new attractions or refining existing processes. The shift to trampoline parks and eventually the launch of Slick City is a testament to this mindset. Bron believes innovation doesn’t always have to be monumental; it can be subtle but impactful, like introducing new attractions or developing membership programs that enhance guest engagement. At Slick City, this approach has led to the development of dry slide parks, an innovative concept within the attractions industry. What started as an idea during his trampoline park days has now blossomed into a successful and scalable brand with multiple locations. The continual pursuit of improvement, from the attractions offered to the way parks are managed, is what has positioned Bron and his company as leaders in the family entertainment space. Building a Franchise"Franchising is awesome, but you’ve got to stay relevant to your franchisees." Bron’s experience as both a franchisee and franchisor gives him a unique perspective on the franchise model. He explains that staying relevant to franchisees is crucial for success. For Bron, this means keeping operations streamlined and efficient, as well as offering franchisees support through Innovative Heights, his management company. By being involved in every aspect, from location selection to day-to-day operations, Bron ensures that the franchisees have the tools they need to succeed. His company offers what he calls a "park in a box" model, where franchisees receive everything they need to build a consistent brand. This consistency ensures that each location, whether in a mall or industrial space, reflects the Slick City vision and meets the same high standards. Bron’s approach emphasizes that franchising isn’t just about replicating a successful model; it’s about continuously supporting and innovating to maintain the integrity of the brand across all locations. Culture is Everything"Your guest engagement will never be higher than your team member engagement." For Bron, building a strong company culture is non-negotiable. He stresses that the success of Slick City is rooted in a "we mentality" where the team works together toward unified goals. Bron developed an acronym, "SLICK," which stands for Stand Tall Together, Love Your Community, Innovate Always, Commit to Fun, and Keep the Experience Safe. This culture-driven philosophy extends from senior management down to the newest hires, ensuring that everyone is aligned with the company's mission. Bron’s belief in the power of culture is evident in the way he manages his team. He highlights that engaged employees lead to higher guest satisfaction, which is crucial in the entertainment industry. Bron’s emphasis on taking care of the team and fostering a collaborative environment has been key to his company's success and rapid growth.
To learn more about Slick City Action Park or get in touch with Bron, you can find him on LinkedIn under Bron Launsby. For information about Slick City, visit slickcity.com, and for franchising opportunities, visit slickcityfranchise.com. Additionally, you can find more about Slick Slide slickslide.com.
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| 02 Apr 2024 | Episode 343: Minisode -The Desperation Hire | 00:15:52 | |
The “desperation hire,” also referred to as the “pulse test” or the need for “warm bodies” (please stop calling it that), is a challenge often faced throughout all areas of the industry, regardless of attraction type or geography. When staffing crunches hit, organizations scramble to fill positions quickly, which risks compromising standards and expectations in the interest of having a complete schedule. In this “minisode,” Matt and Josh share suggestions for minimizing the desperation. This includes adjusting operating hours to meet available staffing resources and reducing areas where staff is necessary. Additionally, organizations can plan to over-recruit by expanding the pool of applicants needed to fill vacant job openings, implement routines to always be recruiting (ABR), and streamlining their onboarding process so that new hires can ramp up quickly and gain proficiency in an efficient manner.
We want to hear from you! How are you avoiding the desperation hire? Let us know by chiming in on LinkedIn, X, Facebook, or Instagram. What do you think of this episode format? Let us know if you want us to produce more minisodes!
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| 14 May 2024 | Episode 349: James Jensen talks about going into the future, transformational experiences, and fear is an illusion | 00:50:03 | |
James Jensen is the founder and CEO of JUMP, the world’s first wingsuit base jumping simulator. If you have ever dreamed of flying like Superman, but don’t have the time, ability or finances to do it for real, this hyper-realistic simulation might be for you. Early in his life, James began oil painting like his father. Later when he discovered computers, he was happy to locate the undo button and that is what spring boarded his career as a designer. From there he opened his own design agency where he worked with actors on specific sets and green screens, and it wasn’t long after that that he founded the VOID, another immersive attraction. That then led to the founding of JUMP in 2022. In this thought-provoking episode, James talks about going into the future, transformational experiences, and that fear is an illusion.
Going into the future “In late 2016, I imagined going to JUMP, and what that would be like as a customer.” James didn’t realize that he and Nicola Tesla had something in common… they would both image their projects or products as they would be in the future (before creation). In James’ case, he mapped out the customer journey and the experience based on the vision of what he saw in the future. He also wrote a customer review of that imagined experience, which ultimately turned into a guide for his team about what they were trying to create. It directly impacted marketing, the design of the attraction, and how they were trying to make the customer feel throughout the process.
Transformational experiences “We want you to know one truth. You’re standing in an airplane and you’re about to jump out 15,000 feet to the ground.” Base jumping in a wingsuit would likely be a transformational experience. As a human, you would have done what very few others have the time, budget, or desire to do, but it would be something you would never forget and you would likely look at life from a different perspective. The hyper-realistic experience of JUMP, while a simulation of that base jump, aims to be just as transformational because you believe you did something unbelievable. Pulling back the curtain on how JUMP does it, James says a huge part of the experience is to remove all evidence of other input you might notice. Nothing can break the illusion of your new “truth,” that you are about to fly!
Fear is an illusion “It’s your moment to jump past that [fear] and see success.” James tells us how when someone is getting ready to jump at JUMP, they are standing at the edge of the airplane, the wind is hitting their face, and they feel the real fear of being unsafe, or that something is about to happen and they need to protect themselves. The “fear state” is created not by what is really happening, but what we project might happen and we feel that fear in the moment. James hopes that by allowing people to experience fear, and then jump past it in a safe place, people will take not only the experience, but the learning with them. This can help people be more productive and effective as they reevaluate situations in their own lives where fear might be holding them back.
To learn about JUMP, visit https://www.limitlessflight.com/ or follow their social media accounts: Instagram, Facebook, TikTok, Twitter (X).
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| 07 Mar 2023 | Episode 287: Josh and Matt talk about infusing Guest Experience Initiatives into the Employee Lifecycle | 00:56:05 | |
The guest experience is influenced by many factors, but none are more crucial than our employees. Their interactions with guests can make or break a visit and impact the guests' perception of an experience. To fully immerse our team members in the guest experience, it must be integrated into every aspect of the employee lifecycle, from recruitment to offboarding. By doing so, we can create a sustainable culture of hospitality for both our guests and employees. In this episode, Matt and Josh delve into strategies for infusing guest experience initiatives into the employee lifecycle, to ensure that every touchpoint with our team members enhances the guest experience.
Building your culture of hospitality
Creating a culture of hospitality for your team members is about more than throwing a pizza party. It requires a comprehensive approach that integrates the guest experience into every aspect of the employee lifecycle. With this foundation in place, we can establish a workplace environment that embodies hospitality, enabling our team members to deliver an exceptional experience to our guests. This holistic approach will equip team members to go above and beyond, resulting in an even more memorable and satisfying experience for guests interacting with our employees.
Recruitment
Recruitment is the art of building relationships with potential team members and represents the first touchpoint in the employee lifecycle. By infusing the guest experience mentality into the recruitment process, we can identify strong candidates who possess admirable traits and align with the company culture and mission statement. During the interview, we can define a realistic scenario that the candidate may encounter on the job and outline the parameters they would need to work within. By emphasizing the importance of the guest experience from the outset and finding candidates eager to create those experiences, we can develop employees who are better equipped to deliver exceptional experiences.
Onboarding
Onboarding is the touchpoint in the employee lifecycle where team members gain insight into the inner workings of the company and experience what it's like to work in the facility. Instead of overwhelming employees with information during orientation, we should focus on creating an experience that we would provide to our guests. By instilling a feeling of confidence and the excitement of thinking "I made the right decision," employees develop a stronger connection to the company and are better equipped to deliver exceptional guest experiences. By immersing new team members in the guest experience mentality during onboarding, we can foster this culture of hospitality and set the stage for success.
Training
When we transition into the training touchpoint, it’s advantageous to build on the foundation of a team member’s previous experiences with the company, such as if they have visited as a guest in the past. By doing so, we can ensure that the guest experience remains infused throughout the entire process, while also helping to develop stronger team members. Effective training not only imparts the necessary knowledge and skills, but also establishes a sense of connection within the company. When these phases are connected and work in harmony, employees can better understand how their work fits into the larger picture, which can foster a sense of purpose and motivation. Additionally, by aligning the training process with the company's values and culture, we can ensure that new team members feel invested in the success of the organization from their first day of on the job training.
Development
To infuse guest experience into development, create a mentality where it's 'cool to care' about the guest experience. When team members feel invested in the success of the experience, they become more motivated and committed to the mission. This can be done by recognizing and amplifying success, as well as providing constructive feedback to address imperfections. By doing so, we can create a culture of continuous improvement and ensure that our team members are always striving to provide the best possible experience for our guests. However, this mentality needs to be instilled from the top-down, and consistency is key. All levels of the organization, from frontline employees to executives, must be committed to the development and training of team members. Without consistency in this regard, the system breaks at its layers, and fails to create a sustainable positive culture.
Offboarding
Offboarding is often overlooked in the employee lifecycle, but it can have a significant impact on the guest experience. When team members leave, they become guests again, and how we treat them can influence their perception of our company. To maintain a positive relationship, we need to think beyond the typical exit interview and develop creative ways to show our appreciation. For instance, offering former employees long-term discounts or occasional tickets can keep them engaged as advocates for our brand. Another strategy is to establish an alumni program, which not only maintains the connection with former team members but also helps address staffing needs.
But here's the catch: none of this will work if we don't treat our employees well and create a sustainable positive culture. By building a strong foundation throughout the employee lifecycle, we can create a workforce that is invested in our mission and committed to delivering exceptional guest experiences, even after they move on.
This episode is kindly sponsored by Attractions.io, the guest experience platform behind Merlin Entertainments’, San Diego Zoo’s, and the PGA Championship’s branded mobile apps. Like us, the team at Attractions.io are on a mission to elevate our guest experiences and ensure they exceed the expectations of today’s digitally native guests. By combining a branded mobile app with an operator console that consolidates behavioral data from every touchpoint in the guest journey, the Attractions.io platform empowers operators with the tools they need to increase guest satisfaction, spending, and loyalty. To learn more about how Attractions.io can help you connect your end-to-end guest experience, visit Attractions.io/howitworks.
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To connect with AttractionPros: attractionpros@gmail.com | |||
| 27 Feb 2024 | Episode 338: Deborah Eicher talks about building unique rides, mentoring young talent, and future-proofing | 00:54:02 | |
Deborah Eicher is the International Sales and Marketing Director for RES Rides, a Swiss-based rides manufacturer known for creating unique experiences. Deborah began her career in the fashion industry after getting a business degree from the University of Iowa and later moved into banking and finance. When Deborah moved to Orlando to be closer to family, she was hired as Operations Manager for Flight Avionics (now Pulseworks), where she operated flight simulators on aircraft carriers and museums. During that time, Deborah was quickly promoted to Vice President and then President and COO, and grew the operation from one location to twenty. Ten years later, she was offered the opportunity to join the photo retail provider Picsolve (now owned by Pomvom) as President and COO, where she achieved stellar results, specifically for photo sales at Merlin’s midway locations. In 2014, Deborah moved to the UK and focused on RFP development for manufacturers and suppliers, where she connected with RES Rides which led to her role today. In this interview, Deborah discussed building unique rides, mentoring young talent, and future-proofing. Building unique rides"Globally, everybody is looking for a new experience." RES Rides was formed in 2015 by Willy Walser and Roman Rothe. The founders had extensive experience installing rides around the world and determined that an opportunity existed to introduce new ride types to the marketplace. This led to the development of rides like Rollerball which takes up a small footprint with a vertical lift hill, and Canyon Slide Rapids with the highest drop on a raft ride in the Western Hemisphere. Most recently, RES Rides won a Brass Ring Award in 2023 for Crazy Professor, a vertical dark ride, at Conny-Land in Switzerland. The attraction features a multimedia experience that includes immersive theming and a pre-show that explains the backstory. Upon boarding the tower in a 10-seat gondola, the story unfolds through sensory elements including back jabbers, fog, and tilting seats, and by the time they get to the top of the tower, the experiment goes wrong and riders drop into a 20-meter freefall. Mentoring young talent"If you ask someone to be a mentor, it's very complimentary for that person." Deborah stresses the importance of finding mentors to help guide you throughout your career. For more than 10 years, Deborah sat on the board of the IAAPA Foundation, where they launched a scholarship program to help young professionals gain an education that will grow their careers in the industry. Additionally, this interview is personal to Josh, because in 2011, Deborah hired Josh as Site Manager for Picsolve’s operation at LEGOLAND Florida. Deborah shares stories that she recalls from Josh’s time as a young leader, and Josh shares lessons he recalls from his time working with her. Future-proofing"Hire people that are better than yourself." When Deborah worked in fashion retail, she was required to set up an operation and then expected to leave it in a short period of time to move on to the next. This required her to replicate herself in order to future-proof the operation. This way, when she left, whether it was within the company or moving on to something else, she left it better than when she started. Future-proofing involves delegation, understanding the metrics, and creating systems that will allow the operation to thrive. It requires setting best practices and continually fine-tuning them for success, and relying on the process, rather than an individual in particular, so that leaders can duplicate the success.
To learn more about RES Rides, visit their website or their YouTube channel. More incredible and unique concepts are coming in the pipeline, so be sure to stay tuned!
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| 25 Jul 2023 | Episode 307: Faith Mmbando talks about finding a niche, sustainable tourism and socioeconomic factors | 00:51:06 | |
Faith Mmbando is the CEO of Best Northern Tours and Safari, a tour operator in Tanzania that offers hiking, safari and adventure experiences to guests from around the world. A few years ago, Faith decided to take a dormant family business and turn it into a world-class experience. Now, just 21 years old, she is making her mark in a male-dominated industry and has a clear vision for future success. In this episode, Faith talks about finding a niche, sustainable tourism and socioeconomic factors.
Finding a niche "Ensuring your clients that you have a safe space to put them in makes it more validating." One of the ways that Faith intends to set her adventure tour apart is through the addition of lodging for the guests that come to experience Tanzania. This way, she can remove a worry and potential roadblock from people booking a trip and a tour destination. Faith is also passionate about setting her company apart from many other tour operators in the area by employing women in all roles within the organization. Her goal is to provide opportunities to women historically taken by men such as bus drivers, tour guides and admin staff so that valuable talent is not overlooked.
Sustainable tourism "I am amazed every time I go into the wildlife because it's different every time." Faith inspires us to not take what is in our backyard for granted, while at the same time acknowledging that it takes all of us to ensure that the wildlife and ecosystem can be sustained for generations to come. She communicates this through her staff but also takes the opportunity to educate and inspire the guests on tour to clean up after themselves and take care of the fragile environment. The company is currently pursuing using solar energy wherever possible and in time, switching to electric vehicles that would be used on safari. Diesel trucks are very noisy, and can scare off animals (not to mention what the exhaust does to the environment). Faith said she can imagine being able to observe wildlife in a silent vehicle, which would be less jarring to the animals and thus create a better experience for her guests.
Socioeconomic factors "It's never easy dealing with things that are out of your control. Keep a positive mindset." Running a business is hard, especially when factors outside of your control dictate whether or not a guest may choose to visit you. Political unrest, wars, and inflation are just some of the factors that Faith mentioned that she has found can impact her and all tourism businesses. True to form, Faith does not let this damper her spirit. She approaches each of these challenges with an open and positive outlook, seeking solutions that will help overcome the external impacts. She also credits some of her success from not starting her business during COVID as she got to learn from others and how they dealt with the pandemic.
To learn more about Best Northern Tours and Safari or to connect with Faith, she invites you to check out her LinkedIn page, or the Best Northern Tours and Safari website and social channels. She also hopes people will reach out directly via email at faith@bestnorthernsafari.com.
To connect with AttractionPros: attractionpros@gmail.com
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| 10 Sep 2024 | Episode 366 - Kristy Tozer talks about a seat at the table, rebranding, and marketing & ops supporting each other | 00:51:28 | |
Tap into innovation at IAAPA Expo, the biggest industry event of the year. Join us and other AttractionsPros in Orlando, FL, Nov. 18-22 to engage with the global community. Learn from the experts, leave with new ideas, and turn your passion for the industry into new possibilities. Register now to save up to 30%.
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Kristy Tozer is the Founder and Marketing Consultant for RumbleBuzz, based in Tampa, FL. Kristy began her journey at SeaWorld Parks & Entertainment, where she gained extensive experience in marketing, operations, and event management. Her career includes roles at ZooTampa, where she was instrumental in the rebranding from Lowry Park Zoo to its current identity. In 2020, she co-founded RumbleBuzz, a marketing agency that caters specifically to attractions and hospitality industries, ensuring that their marketing strategies align seamlessly with their operational goals. In this interview, Kristy talks about a seat at the table, rebranding, and marketing & ops supporting each other.
A Seat at the Table
"Everyone had a seat at the table, and what came out of that was really learning how to build a sub-brand."
Kristy emphasizes the importance of collaboration across departments in any successful marketing strategy. Drawing from her experiences at SeaWorld, she shares how cross-departmental teams were crucial in coordinating large events and initiatives. This approach ensured that all voices were heard and that every department, from operations to food service, contributed to a cohesive and immersive guest experience. Kristy believes that giving everyone a seat at the table not only improves communication but also leads to more innovative and effective marketing strategies.
Rebranding
"Rebranding is not just a logo change; it's about establishing yourself as a global brand."*
Kristy recounts the comprehensive rebranding of ZooTampa, explaining that the change was much more than just a new name or logo. The goal was to position the zoo as a globally recognized brand, which involved not only changing the name but also telling a deeper story about the zoo's commitment to animal care and conservation. Kristy highlights how PR, social media, and even a partnership with National Geographic's "Secrets of the Zoo" played pivotal roles in this transformation. The rebranding was a strategic move that helped Zoo Tampa reach a broader audience and establish a stronger presence in the global market.
Marketing & Ops Supporting Each Other
"When everybody had a seat at the table, the experience from the ad to the actual visit was consistent." Kristy discusses the critical relationship between marketing and operations, sharing examples of when the two worked seamlessly together, as well as instances where they didn't. She illustrates how successful campaigns, like the one for Busch Gardens' "Howl-O-Scream," were the result of close collaboration between marketing and operations. This ensured that the guest experience aligned perfectly with what was promised in the marketing materials. Kristy stresses that for a brand to truly succeed, marketing and operations must not only support each other but also work together from the very beginning to create a consistent and memorable guest experience.
If you’d like to connect with Kristy or learn more about RumbleBuzz, you can visit their website at therumblebuzz.com or email her directly at Kristy@therumblebuzz.com. You can also follow RumbleBuzz on Instagram and LinkedIn for the latest updates and insights from Kristy and her team.
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| 28 May 2024 | Episode 351 - Denise Beckson talks about first jobs, recruiting as sales, and government relations | 00:46:50 | |
Denise Beckson is the Vice President of Human Resources and Government Relations at Morey's Piers in Wildwood, NJ. With a wealth of experience spanning various roles within the attractions industry, including waterpark operations and lifeguarding, Denise brings a unique perspective to her current position. In this interview, Denise talks about first jobs, recruiting as sales, and government relations.
First jobs "Today's youth, a lot of them want to work somewhere that there is a social give back." Denise Beckson is deeply passionate about youth employment and its benefits. She emphasizes the importance of instilling a strong work ethic and sense of responsibility in young individuals. By showcasing well-known figures like Steve Jobs and Elon Musk, who started working as teens, Denise aims to highlight the value of early work experiences. At Morey's Piers, she orchestrates campaigns that not only attract attention but also promote the idea that jobs can be enjoyable and meaningful. From bumper car advertisements featuring prominent individuals to campaigns tied to local charitable causes, Denise ensures that recruiting efforts resonate with the target audience while aligning with the company's core values of fun and community engagement.
Recruiting as sales "It's important in the recruiting field to make sure you're setting it apart, but you're being true to what it is that you do." Denise's approach to recruiting transcends conventional methods by treating it as a sales endeavor. She believes in creating memorable experiences and fostering brand recognition to attract potential employees. Morey's Piers employs creative strategies such as utilizing edgy imagery, leveraging social media trends, and collaborating with local charitable organizations to make their recruitment campaigns stand out. By integrating elements like visual billboards and engaging social media content, they not only draw attention but also convey the message that working at Morey's Piers is both fun and socially impactful.
Government relations "It's important that you understand what you're advocating for in the operational side of it." In her role overseeing government relations, Denise is a fervent advocate for the attractions industry within legislative processes. She emphasizes the importance of understanding how regulations and policies affect employees, guests, and businesses. Denise encourages individuals to get involved in government relations by staying informed about local, state, and federal legislation. Whether through attending council meetings, joining advocacy committees in industry associations, or participating in political affairs conferences, she believes that collective action and informed engagement can influence policymakers and shape favorable outcomes for businesses and communities alike.
To learn more about Denise Beckson and Morey's Piers, visit the company's website at www.moreyspiers.com. To connect with Denise personally, she can be reached via email at denise.beckson@moreyspiers.com.
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| 18 Jun 2024 | Episode 354 - Minisode - The Grocery Store | 00:14:23 | |
This minisode discusses the concept of The Hospitality Mentality within organizations through a real-life scenario at a grocery store. Matt recounts a positive interaction with a cashier, who engaged in conversation with him and offered a better deal on blueberries. However, the interaction turned sour when Renee's manager interrupted to discuss watering plants, disrupting the positive atmosphere.
Matt and Josh dissect the incident, emphasizing the importance of coaching team members while keeping them accountable without compromising guest experiences. They stress that The Hospitality Mentality should extend to all employees, regardless of their position within the organization. Their discussion concludes with reflections on the significance of tasks typically out of guests' view and the importance of managers prioritizing guest interactions over administrative tasks.
We want to hear from you! How can leaders ensure they don’t disrupt a guest experience in action? Let us know by chiming in on LinkedIn, X, Facebook, or Instagram.
To connect with AttractionPros: | |||
| 02 May 2023 | Episode 295 - Jeffrey Nichols talks about the role of history museums, connecting history to today and the business of non-profit | 00:58:15 | |
Jeffrey Nichols is the Chief Executive Officer at The National Civil War Museum, and has over 25 years of museum experience. Jeffrey has held several leadership roles at various museums, including the Mark Twain House & Museum and Thomas Jefferson’s Poplar Forest. Jeffrey’s passion for history began during his college years in Connecticut, where he studied history and got his start at the New Haven Museum in his home state. Now, Jeffrey now leads The National Civil War Museum in Harrisburg, Pennsylvania, with a commitment to preserving and sharing the stories of the Civil War era. In this interview, Jeffrey shares the role of history museums, connecting history to today, and the business of non-profit.
The Role of History Museums "People believe that museums are trustworthy." Now more than ever, museums are recognizing the importance of engaging their audiences beyond traditional methods. With traditional history lessons becoming less prevalent in classrooms, museums are stepping up to fill the gap and provide immersive, experiential learning opportunities that can't be replicated in a textbook. Jeffrey understands the significance and works to ensure that his museum is not only teaching history, but also creating an emotional connection to the past. Jeffrey emphasizes that by sharing both sides of a story and highlighting the true scale of an event, museums can create a more complete understanding and visitors will see more of the significance. By presenting a balanced narrative, visitors gain a deeper understanding of the complexities of past events and develop a much stronger perspective on these events.
Connecting History to Today "Museums and historic sites strive to broaden one's perspective." The study of history serves a multitude of purposes. Jeffrey shares that history educates us on our past mistakes, and gives us a benchmark to relate to current events. Not only this, but experiencing something like The National Civil War Museum builds critical thinking skills by allowing visitors to learn about history in a multi-dimensional way. Jeffrey emphasizes that history is never black and white, much like the nature of the information we get in our world today. Jeffrey believes that by teaching history and fostering critical thinking skills, new and existing generations can develop the ability to analyze more complex situations, comprehend these diverse viewpoints, and make informed, strong decisions.
The Business of Non-Profit “Having some business sense is important.” Jeffrey shares that getting his MBA while working at the Mark Twain House & Museum allowed him to gain a deeper understanding of strategic thinking and acquire new skills to help grow the business, which proved to be especially valuable when facing the challenges of growing a non-profit organization. By thinking in different directions, Jeffrey has been able to successfully contribute to the growth of The National Civil War Museum since his arrival. One of the challenges Jeffrey has faced is the marketability and advertising of the museum experience. Due to the severity and importance of the exhibits in the museum, guests don’t take selfies or post about their experience on social media very often, but rather resort to word-of-mouth referrals. To help balance the gap, Jeffrey has built a digital platform for marketing, using the resources made available to him to help grow and attract guests to the Museum, such as adverts and easily accessible information on their website.
To connect with Jeffrey, you can find him on LinkedIn. To learn more about The National Civil War Museum, visit their website here. This podcast wouldn't be possible without the incredible work of our amazing team:
To connect with AttractionPros: attractionpros@gmail.com | |||
| 04 Jul 2023 | Episode 304: Mpume Mabuza talks about music as an attraction, industry growth in Africa and barriers as opportunities | 00:54:01 | |
Mpume Mabuza is the CEO of Downtown Music Hub, an iconic music heritage facility in the heart of Johannesburg, South Africa. Additionally, Mpume is the President and Board Chairperson of the African Association of Visitor Experiences and Attractions (AAVEA). Mpume began her career in the industry as a marketing executive at uShaka Marine World in Durban, at which point she also volunteered with the organization that later became AAVEA. Her goal at Downtown Music Hub is to create an experience that is immersive, transformative, and interactive. In this interview, Mpume talks about music as an attraction, the industry’s growth in Africa, and seeing barriers as opportunities.
Music as an attraction
“This is quite topical right now - how music plays a role in tourism, and it truly does.”
South Africa has a rich music heritage and was the only location where musicians could record music on the entire continent for decades. This gives the Downtown Music Hub a unique positioning that allows guests to immerse themselves into the music culture that has developed in South Africa and learn about international artists who recorded in that space, such as Dolly Parton and U2.
Mpume stresses that music is the attraction and is the universal language that connects people. Her goal is to take the museum to the next level to expand the facility and visitor experience, including inspiring people to sing, be happy, and maybe even discover their hidden talents!
Industry growth in Africa
“There is innovation that comes out of collaboration.”
As the President and Board Chairperson of AAVEA, Mpume says that days of attractions operating in a silo are gone and that there is a need to collaborate with attractions across the region to share what has worked in countries such as South Africa, where the industry has seen success.
Part of what will fuel the growth goes back to the basics, and that includes defining what an attraction is. AAVEA’s website has spelled out how an attraction is defined because there is a perception that an attraction consists of large destinations, marine parks, monuments, and national parks. However, attractions come in all shapes and sizes, and irrespective of the type of facility, AAVEA’s goal is for those operators to know that the association represents them as well as the larger players in the industry.
Barriers as opportunities
Connecting with industry professionals throughout Africa has presented its challenges. Historically, barriers have existed within the continent that have prevented people from being able to travel from country to country easily. For instance, for many years, traveling from South Africa to Nigeria required connecting through Germany, making it extremely restrictive to be able to travel.
When the restrictions on travel and trade were lifted in East African countries, the attractions industry saw immediate success and a boost in business. By identifying the barriers put in place, the industry can see these as opportunities to fuel its growth. For instance, AAVEA partners closely with IAAPA to share initiatives, which allows them to adapt to global industry trends while simultaneously embracing their rich cultural heritage.
To learn more about the Downtown Music Hub, visit their website. To get in touch with AAVEA, you can visit the website or email info@aavea.org.za.
To connect with AttractionPros: attractionpros@gmail.com
This podcast wouldn't be possible without the incredible work of our amazing team:
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| 08 Aug 2023 | Episode 309: Sondra Shannon talks about making heroes out of operators, guest-driven transactions, and building an inspirational culture | 00:50:39 | |
Sondra Shannon is the CEO of Gatemaster Technology, one of the leading ticketing solutions for the attractions industry. Sondra’s career in the industry began with Q-Zar Laser Tag as General Manager, where she was a self-proclaimed “super-user” of Gatemaster in the late 1990s. When that facility was sold, Gatemaster’s founder recruited Sondra to help build the next iteration of the product, which enabled the company to expand into water parks, zoos, museums, and theme parks. Now, as CEO of the company, Gatemaster has evolved as the trends in technology continue to shift, and Sondra remains an avid enthusiast of the industry. In this interview, Sondra talks about making heroes out of operators, guest-driven transactions, and building an inspirational culture.
Making heroes out of operators “Their focus should be on the guest experience, and not trying to figure out how to make something work in their system.”
When an attraction implements Gatemaster, the software often replaces anywhere from three to six systems. This makes it a much more efficient operation, and Sondra stresses that her goal is to not only make things easier for guests, but also for the operator. If staff have a difficult time navigating their own system, it reflects poorly on the business, and the guest experience suffers.
Gatemaster was founded by people within the attractions industry who know and understand the experience. Even though Gatemaster is a software company, Sondra ensures that she is regularly visiting attractions with her family and encourages her team to do so as well. This allows them to see the experience through the lens of the guest, which inspires innovation in technological development that further helps the operator deliver a superior experience and be the hero for their guests.
Guest-driven transactions
"We're trying to empower hospitality."
Everything that Gatemaster has created has led to what Sondra refers to as the guest-driven transaction. A few years ago, Harvard Business Journal conducted a study with more than 200 companies and determined that self-service technology empowers customers. The study showed that wait times were reduced by 30-50%, and customer satisfaction increased by 50%.
Guest-driven transactions allow the guest to take more control over their own experience and feel more empowered. The results also show that guests are investing more in their own experience and thus spending more. By intuitively offering upsells and add-ons, the guest also feels like the business knows them a little bit better by crafting a personally-curated experience.
Building an inspirational culture
“I want to encourage more people to enter this space.”
Sondra meets with her team every Friday, and at the end of the meeting, everyone is asked what attraction(s) they are visiting over the weekend. By encouraging every member of the team to visit attractions and understand the guest experience, it enables them to bring back ideas for how they can help the operator, and others like them, improve the guest experience, resulting in fewer angry guests and, therefore, fewer burnt-out team members.
When describing Gatemaster’s culture, Sondra says that it’s easy to get people to buy into the idea that they can help people create memories. Gatemaster’s core values align with what needs to go into building a product that enables attraction operators to create memories for their guests that last a lifetime.
To learn more about Gatemaster, visit https://gatemaster.com. To reach Sondra directly, connect with her on LinkedIn or email her at sondra@gastemaster.com.
To connect with AttractionPros: attractionpros@gmail.com
This podcast wouldn't be possible without the incredible work of our amazing team:
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| 09 May 2023 | Episode 296 - Matt and Josh talk about defining your DEFCON | 00:46:26 | |
We all want to enjoy our time off. However, as leaders, there is often this nagging feeling like we’re missing something or we are going to be needed for an important decision. What follows is an endless parade of checking email, texting co-workers, checking email, thinking about the work left undone, checking email…
When does it stop? When you proactively put a plan in place to identify the things you SHOULD be contacted for vs the items your team should be able to handle. In this episode, Matt and Josh talk about defining your DEFCON, operational communication, and empowering your team.
Defining your DEFCON
"If I am going to hear about this from external sources, then I want to hear it internally first."
You're getting ready to leave for an extended period of time and tell your team, “Only contact me if there is an emergency.” However, your version of an emergency and their version rarely line up - without some conversations and expectations.
Defining your DEFCON refers to creating a system or tiered approach to emergency or off-time communication. Similar to measuring a nuclear threat, you can assign DEFCON ratings to various situations that may or may not require your intervention. DEFCON 1 (worst case scenario) could be a team member or guest injury, a 911 call, or social media event about to go viral. You NEED to know and possibly act on these situations. A DEFCON 5 (lowest priority) could be a routine guest complaint or needing toilet paper. Your staff should be able to do these things and do not require immediate attention.
Operational communication
"It’s not just about delegation, it’s also about communication."
Defining when and how to communicate goes beyond preparing for a vacation; it should be the rule for figuring out the best way to run your operation. With so many communication methods and strategies available, there is no reason for someone to be out of the loop.
As you are defining your DEFCON, you are likely identifying areas of the business that your team should be able to handle but maybe can’t. This gives you a great place to start regarding tasks and processes you should discuss with your team. This not only prepares them for your absence, but ultimately this process strengthens their individual skills and builds the confidence needed to function without you.
Empowering your team
“Fewer employees having more autonomy means we HAVE to empower them.”
Teaching your team how to handle situations requiring more and more responsibility not only increases their aptitude and confidence but also gives them a greater sense of ownership and autonomy. The true definition of empowerment is to literally give power to another person - you are doing this by teaching a skill and trusting them to carry it out without your supervision.
Whenever you empower someone, the results may not come out as you thought. Maybe they are better, maybe they are worse. If they are better, celebrate and recognize your team for improving a process or practice. If the results are not what you expect, then this would trigger a coaching conversation where you can discuss the decision-making process and actions taken.
This podcast wouldn't be possible without the incredible work of our amazing team:
To connect with AttractionPros: attractionpros@gmail.com | |||
| 24 Jan 2023 | Episode 281 - Charles Coyle talks about learning from growing pains, rebranding a park, continuing a legacy | 00:49:09 | |
Charles Coyle is General Manager and Managing Director of Emerald Park, Ireland's only theme park & zoo. If you have never heard of Emerald Park, don’t feel bad, the park has operated since 2010 as Tayto Park, but in March of 2023 will reopen as the rebranded Emerald Park. The new name reflects the spirit of Ireland and harkens back to the country's nickname, the Emerald Isle. In this fascinating episode, Charles talks about rebranding a park, learning from growing pains and continuing a legacy.
Rebranding a park
"If we were to ever change the name of the park, now is the time to do it."
Charles and his team reached a critical juncture where expansion of the park was imminent and marketing the current name and identity was not lucrative for reaching outside of mainland Ireland. They felt if they didn’t do it now, there would be no turning back.
Rebranding a park is no small task. Picking a name is tough enough, but then you have to think about every place the old logo, name or likeness was placed so it can be changed. Charles says that right now the marketing team is working really hard to ensure that all of the old logos and insignia are changed out before opening. Charles has a realistic view saying it’s likely they will miss something along the way, but that’s okay.
Learning from growing pains
"You learn more from your failures than you do from your successes."
In 2015, the park had an amazing year… sort of. Attendance was up, spending was up, profits were up. Unfortunately, so were guest complaints. Because they were not ready for the influx of guests that year, they disappointed many of them and the park saw a pretty significant dip in attendance the following year.
To overcome this, Charles said they had to not just say to their guests, “Hey, we're better now”, they also had to invest in infrastructure and facilities so they could accommodate more guests. This meant not just adding attractions, but also looking at bathrooms and how the crowds would be managed. Ultimately it took about 3 years to win back the trust from the guests.
Continuing a legacy
"As I was able to learn and grow, the park grew as well."
Charles literally grew up at the park working alongside his Dad, Raymond. Raymond was the visionary that created Tayto Park and built it up to the destination it is. Unfortunately, Raymond passed away before the rebranding was complete, but Charles will tell you that his Dad’s fingerprint is on every inch of that park.
Charles now has big shoes to fill as he carries on his Dad’s legacy. He seems up to the task, never forgetting the lessons he has learned as he and the park grew up together.
To learn more about Emerald Park, visit their website or check them out on Facebook or Instagram. To connect with AttractionPros, email us at attractionpros@gmail.com. | |||
| 14 Mar 2023 | Episode 288: Dan Cockerell talks about marketing campaigns for leaders, applying your passion and letting go of ego | 00:52:34 | |
Dan Cockerell is a Disney Keynote Speaker and co-founder of the Cockrell Consulting Group alongside his wife, Valerie. Dan discovered his passion for service while working in the industry during his college summer months. He pursued a degree in Political Science at Boston University and after graduation, he ventured to Florida to work for Disney. Dan began by parking cars at Epcot, and then took the opportunity to open Euro Disney (now Disneyland Paris), also in parking, before returning to Walt Disney World in Orlando. In due time, he was promoted to Vice President of Epcot, and he later held the same role for Disney’s Hollywood Studios and Magic Kingdom. Dan’s most recent adventure has been his consulting business, helping companies worldwide provide more for their guests and reach their own goals. In this interview, Dan talks about marketing campaigns for leaders, applying your passion, and letting go of ego.
Marketing Campaigns for Leaders
"You've got to learn to fly at 10,000 feet, and you've got to learn to walk on the tarmac."
Drawing on his experience as a former Disney executive, Dan understands that providing a great guest experience hinges on a positive employee experience. Ultimately, when holding a leadership position at the world's largest single-site employer, it can be challenging to connect with everyone working the front lines. To overcome this obstacle, Dan devised a strategy to establish his reputation as a leader and to create a friendly atmosphere when interacting with his frontline team.
By allocating one hour every day to walk the park, Dan made sure that he was consistently seen by his team while learning the truth about the operation. Oftentimes, Dan would buy his team members lunch, or offer them assistance if they seem to be in a tough situation. By consistently interacting with his team members and listening to what they have to say, it showed intention and care. Other leadership at the park quickly followed in Dan’s footsteps, helping bring a new level of communication and excellence to the operation.
Applying your passion
"Hire for skills, passion, and attitude."
Passion is a huge motivator in the attractions industry, and Dan believes in using that passion to achieve goals beyond providing excellent guest experiences. Dan has identified four essential elements to help build a successful operation based on this same passion that drives people to the industry.
The first key is attitude. Dan believes that team members should have the courage to overcome obstacles and keep pushing forward. The second key is relationships. Building strong connections with colleagues and guests is crucial to establish effective communication. The third key is expectations. Setting clear expectations of what greatness looks like and how to achieve it is crucial for a successful team. Lastly, recognizing and reinforcing positive behavior is important to motivate team members to continue performing at their best.
Letting go of Ego
"Just because you're in a role with a certain title, it doesn't mean that you're smarter than everyone else."
Dan has gained a wealth of experience over the years, and he has learned from numerous mistakes. One of his most significant takeaways from his time at Disney is the importance of letting go of ego. Although holding a special role with substantial responsibilities may be prestigious, the truth is that the person only got to that position due to the support of the people around them. The reality is that you cannot and should not accomplish anything alone, regardless of how insignificant the task may seem.
Dan knows there’s lots of value in effective communication, and he believes that ego can often impede it. Dan stresses the importance of sticking to the basics and being a team player within your operation. By doing so, you can elevate your performance by incorporating the ideas of the people around you. The best leaders keep themselves surrounded by people who are smarter than they are. When leaders fail to take input or advice from their team, it can have a detrimental impact on the operation.
To connect with Dan, you can find him on LinkedIn. To learn more about Cockrell Consulting, you can find their website here.
This episode is kindly sponsored by Attractions.io, the guest experience platform behind Merlin Entertainments’, San Diego Zoo’s, and the PGA Championship’s branded mobile apps. Like us, the team at Attractions.io are on a mission to elevate our guest experiences and ensure they exceed the expectations of today’s digitally native guests. By combining a branded mobile app with an operator console that consolidates behavioral data from every touchpoint in the guest journey, the Attractions.io platform empowers operators with the tools they need to increase guest satisfaction, spending, and loyalty. To learn more about how Attractions.io can help you connect your end-to-end guest experience, visit Attractions.io/howitworks.
This podcast wouldn't be possible without the incredible work of our amazing team:
To connect with AttractionPros: attractionpros@gmail.com | |||
| 27 Dec 2022 | Episode 277: Susan Storey talks about planting seeds through PR, storytelling for suppliers, and leveraging ambassadors | 00:48:50 | |
Susie Storey is the Communications & PR Strategist for Storey to Story Communications, a public relations firm focused on helping attractions industry suppliers amplify their stories. Susie has worked in the attractions industry her entire career, mostly in public relations, at organizations that include Disney, Six Flags, Universal, Cedar Fair, Give Kids the World, Great Wolf Lodge, SeaWorld Parks & Resorts, and IAAPA. In this interview, Susie talks about planting seeds through PR, storytelling for suppliers, and leveraging ambassadors.
Planting seeds through PR "The places to plant your stories have changed." The way that people consume content has evolved substantially over the years. Previously, companies would seek media recognition through traditional publishing and newspapers, or publications like Good Housekeeping and Parenting Magazine. Many of these outlets no longer exist - at least not in the same form - which has changed the way that businesses should think about getting their message out. Susie talks about the importance of earned publicity, or publicity that you are not buying, in your PR strategy. Gone are the days of striving for millions of impressions, because we need to think about not just the amount of people we’re reaching, but if we are reaching the right people. Social media, publications, and podcasts are all avenues for communication, and the way in which they are leveraged is key to their success.
Storytelling for suppliers "Gone are the days of throwing every message to the wall and hoping they all stick." Historically, suppliers in the attractions industry have relied on traditional marketing and communications to get the word out about their product in an attempt to reach their target demographics - the attraction's operators. However, by pulling back, there are opportunities to get creative with how the messages are broadcast and how the stories are told. For example, when a theme park gives a roller coaster a fresh coat of paint, the business relationship is between the paint company and the park operator, but the interest extends into the enthusiast community, where the appeal of the story can be magnified. Suppliers are not necessarily trying to reach guests, which include families and parents, but by doing so they can turn their work into human interest stories.
Leveraging ambassadors "If you're going through a tough time as a company, you want your ambassadors there to support you." Guests can be citizen journalists, and your employees can and should be ambassadors of your business. From an employee standpoint, it’s a challenge to create a policy on whether they can post on behalf of the organization. Susie’s recommendation is to have an evolving policy that can set a framework for what employees can share and what they cannot, recognizing that employees will post online regardless. For guests, building advocacy in the guest experience is also a form of planting seeds that you won’t know when you’ll need to harvest. When a business experiences a crisis, it is often the most loyal guests who come to the company’s defense and set the record straight. This includes building relationships with enthusiast organizations, bloggers, and other groups that carry influence over your reputation. When asked about advice for aspiring PR professionals, Susie says that people need to be able to write and communicate, as well as wear multiple hats in their roles. PR is more than party planning!
To reach Susie, you can connect with her on LinkedIn, or reach out directly at storeytostory@gmail.com.
This podcast wouldn't be possible without the incredible work of our amazing team:
To connect with AttractionPros: attractionpros@gmail.com | |||
| 16 Apr 2024 | Episode 345: Minisode - Taking pictures for guests | 00:19:03 | |
We’re in the business of creating memories that last a lifetime. While that’s a nice, feel-good statement, it’s also the attractions industry’s business model. Once a guest leaves an attraction, their biggest takeaway is the memory of their experience, and our goal is to turn that memory into action: planning to visit again and influencing others to visit as well. And one of the best ways to solidify a memory is by capturing photos and/or videos of your guests. It may seem like a simple act of courtesy, but in this “minisode,” Matt recalls moments from his recent trip to Iceland where he offered to take photos of other tourists, which sparked memories for him from doing the same thing for guests while working in theme parks. Offering to take a photo initiates an interaction, which allows for personalization, and therefore creates a moment that is greater than the photo itself. Matt and Josh break down the benefits of capturing photos and videos of guests, and how they enhance the guest experience. The first is the photo itself, which, when taken by an employee, allows for the full group to be present and creates a higher-quality photo than a selfie. It also allows the employee to use their proficiency of their surrounding area, which is exemplified by Josh sharing how he took photos of guests during the fireworks in the Magic Kingdom when he worked in Tomorrowland. It also allows for the team member to build rapport with guests, learn about where they’re visiting from, and exceed the guests’ expectations, even if only by a small amount. We want to hear from you! What seemingly small interactions can you have with your guests that have a large impact? Let us know by chiming in on LinkedIn, X, Facebook, or Instagram. By the way, when taking photos of guests with their smartphones, please a) focus the picture to ensure that their faces aren’t blurry, and b) do not take 50 photos and hope that one of them comes out great. They’re usually all garbage. Just take a few, and make them count.
What do you think of this episode format? Let us know if you want us to produce more minisodes! To connect with AttractionPros: | |||
| 20 Feb 2024 | Episode 337 - Dr. Patty Mason talks about a holistic approach to finance, an abundance mindset, and transformational leadership | 00:51:28 | |
Dr. Patty Mason is a tax expert & financial consultant who not only supports businesses through sound finance advice and guidance, but also consults with executives about business vision, leadership, and employee engagement. A CPA by trade, Patty is someone who enjoys figuring out complex problems and helping business owners make the best decisions possible. In this fascinating interview, Patty talks about a holistic approach to finance, an abundance mindset, and transformational leadership. A holistic approach to finance"If you don't have financial literacy, you'll make decisions based on what may or may not be best for you." It’s not just the bottom line, it's not just the top line. It’s a 360-degree approach to the financial side of business and life that drives financial literacy and well-being so individuals can live a purposeful life. Patty emphasizes the importance of education because of the various laws and approaches to finance so that both employees and business owners feel empowered to make the best decisions possible. She starts with a framework of ⅓ for today, ⅓ for tomorrow, and ⅓ for retirement. Her clients who embrace this formula thrive in both the short and long term. An abundance mindset"An abundance mindset is not afraid of the downturn." When asked about her advice for companies who are noticing a downward trend in their business, Patty doesn’t advocate for cutting corners or blind investments. Instead, her advice is to diversify and focus on production. In other words, embrace an abundance mindset. An abundance mindset will drive people to find other lines of business, new ways to make money, and serve the needs of their clients or guests. Of course, it also helps if you follow Patty’s other advice about planning for any downturn with savings that can help you weather the storm. Transformational leadership"Make them fall in love with the vision." When advising clients, Patty likes to start with the leadership style because leadership is critical to creating an environment where opportunities are created and team members thrive. Transformational leaders empower, motivate, and inspire employees to produce. Patty is a strong believer that this style of leadership is the most compassionate way to get your team to work and is what all leaders should aspire to to be truly successful.
To learn more about Patty, visit her website here. She can also be found on Instagram and LinkedIn. Her phone number is 321-335-4400.
This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:
To connect with AttractionPros: | |||
| 04 Apr 2023 | Episode 291: Matt and Josh talk about high expectations and how to exceed them | 00:48:54 | |
Expectations are funny things. As businesses, we strive to exceed them so our guests will want to come back and also share their great experiences with others. The problem is that each guest may have a different set of expectations based on various inputs and experiences, so defining what the expectations are and what exceeding them looks like can be a challenge. In this episode, Matt shares a recent experience where the perception of exceeding expectations was thought to possibly have a negative connotation, which was quite a surprise. Matt asked Josh for his thoughts, and the following conversation about high expectations and how to exceed them was born.
Expectations and experiences are both difficult to define
Expectations and experiences are in the eye of the beholder. With varied backgrounds, inputs, stimuli, and reactions, it’s unlikely that different people will perceive that same experience in the same way. Businesses that can seek to understand the majority of their guests' expectations and design experiences to exceed those expectations will be the ones who can consistently captivate their audiences.
Over-promise and over-deliver your over-promise
When marketing an experience, organizations have to strike a fine balance between driving the anticipation of their offerings and the execution in real-time. Many will say, under-promise, so your delivery will create a WOW for your guests. We discuss a different tactic; to over-promise AND over-deliver on your over-promise! In the highly competitive market for your guests' free time and disposable income, you must entice them to visit, get off the couch, get the kids ready, research your policies and hours, and make the decision to give you a try. That takes a compelling message that, if mishandled, could mean that people choose a different outlet for their entertainment. This tactic also means you HAVE to execute at the highest levels because you have raised the stakes, and your guests will be waiting to see if you can deliver.
The intangible moments are where you go beyond what you promised
We’ve all had those moments. Those instances that elevate our view of the experience and make it memorable. Like expectations, those moments can be hard to define, but you know it when you feel it. The best organizations know what those feelings are, beyond the behavior, and empower their teams to do what’s right in the moment to create the emotional reaction and connection that leads to loyalty and great word of mouth. Sometimes those intangible moments can’t be planned. They can’t be put on a schedule. It’s a perfect storm of the employee having a deep understanding of what the guest is looking for so they can deliver on that in an authentic way.
Meets before exceeds
It should almost go without saying that organizations need to work to meet the defined need before trying to exceed it. In the case of an employee, meeting their expectations may include a safe environment, getting paid on time, and a fair schedule. If those are not met, employees will have a hard time buying into efforts made by their leaders - even if they qualify as intangible moments. Those exceeding efforts will fall flat because the basic needs have not been met.
This episode is kindly sponsored by Attractions.io, the guest experience platform behind Merlin Entertainments’, San Diego Zoo’s, and the PGA Championship’s branded mobile apps. Like us, the team at Attractions.io are on a mission to elevate our guest experiences and ensure they exceed the expectations of today’s digitally native guests. By combining a branded mobile app with an operator console that consolidates behavioral data from every touchpoint in the guest journey, the Attractions.io platform empowers operators with the tools they need to increase guest satisfaction, spending, and loyalty. To learn more about how Attractions.io can help you connect your end-to-end guest experience, visit Attractions.io/howitworks.
This podcast wouldn't be possible without the incredible work of our amazing team:
To connect with AttractionPros: attractionpros@gmail.com | |||
| 26 Sep 2023 | Episode 316: Alessandro Zamperla talks about pure joy, embracing authenticity, and knowing where you’re from | 00:49:20 | |
Calling all thrill makers, fun creators, and AttractionPros! Get ready for the ride of a lifetime at IAAPA Expo 2023 - the global attractions industry’s premier event. Join us in Orlando, November 13-17, for a week of learning, networking, and exploring trends and new technologies. Discover innovative solutions for growth that will supercharge your business and enhance your career. Register by November 10th at iaapa.org/iaapaexpo and save up to 30% and get an additional $10 off with code apros.
Alessandro Zamperla is the President and CEO of Central Amusement International Inc. (CAI), which owns and operates Luna Park at Coney Island in New York City. Alessandro refers to Coney Island as being one of the “most iconic and influential” amusement parks in the world, and CAI has the responsibility of being the custodian of a historic landmark while also ensuring that the park can serve the guests of today and in the future. In this interview, Alessandro talks about pure joy, embracing authenticity, and knowing where you’re from.
Pure joy
"Through the moments of difficulty is when you can better appreciate moments of pure joy and exhilaration."
When Alessandro first began working at Coney Island, he worked in food service, flipping Nathan’s Famous Hot Dogs. Alessandro says that this allowed him to connect with other individuals in a unique way. More than solving hunger for his guests, he viewed it as fulfilling a purpose beyond that of the guest that extended beyond eating a hot dog. Given the iconic status of the park, eating a Nathan’s hot dog at Coney Island is an experience in and of itself.
In our industry, we are not just providing a product or a service, according to Alessandro. We are providing the full experience of being a human being. We often get caught up in the day-to-day details that parks and attractions need in order to operate, and every once in a while we need to step back and realize the purpose in our guests’ lives that we get to fulfill for them.
Embracing authenticity
"The KPIs can never replace the passion."
Coney Island is the people’s playground. Given its history, it has developed a strong reputation, although part of Coney Island’s history is less glamorous than it is today. When asked if the park is still facing some of its previous reputation, Alessandro feels that instead of fighting the view of its past, it’s important to embrace its authenticity while striving to deliver the superior experience that it offers today. Through moments of difficulty, whether it is the park’s past reputation or the challenges brought on by the pandemic, it allows you to fully appreciate the pure joy and exhilaration that the park offers today.
For example, Alessandro refers to the day that Coney Island reopened from the pandemic as one of the best days in his professional life. The incremental anticipation that New York residents felt for the park’s reopening led to such a high level of appreciation that the park was open, and guests were more forgiving for any hiccups in the guest experience.
Knowing where you’re from
"It's about the heart. It's about loving what you do."
While Coney Island has a significant role in American culture, the park must maintain its relevance to new and emerging audiences. Alessandro stresses the importance of preserving the park’s history while also incorporating modern technology that guests expect when visiting amusement parks, which he refers to as “authenticity with innovation.” For example, the Cyclone, which originally opened in 1927, is still manually operated, so guests know that they are riding a part of history, while the park also strives for continuous improvement.
The sense of knowing where you’re from also extends to Alessandro’s role in the Zamperla family. Alessandro speaks to the generational significance of the family’s business, and the role that Coney Island plays in it. One example that he shares includes two intertwined rides, Tony’s Express and Leti’s Treasure, named after Alessandro’s grandparents, evoking Italian’s romantic culture. Additionally, he gives a glimpse of the food options available in the park, which includes high-quality artisanal Italian cuisine.
To learn more about Luna Park at Coney Island, visit www.lunaparknyc.com for an overview of the park and its history. To contact Alessandro, connect with him on LinkedIn.
This podcast wouldn't be possible without the incredible work of our amazing team:
To connect with AttractionPros: | |||
| 06 Jun 2023 | Episode 300 - Matt and Josh celebrate 300 episodes | 00:47:52 | |
We have reached an incredible milestone, and we are celebrating in style! For the 300th episode of the AttractionPros Podcast, Matt and Josh flew to Orlando and recorded this special episode in the lobby of IAAPA’s World Headquarters. But wait! Instead of interviewing an industry leader, the tables were turned as Scott Fais, Global Editorial Director for IAAPA, put Matt and Josh in the hot seats and interviewed them on their careers, the impact of AttractionPros on the industry and themselves, and a series of rapid-fire questions. We’d like to thank Scott for opening the doors to IAAPA headquarters and hosting this special episode!
The impact of AttractionPros on the attractions industry
“It’s never a straight line from being a ride operator or a sweeper or scooping ice cream to being the CEO of a company.” –Matt
One of the biggest impacts AttractionPros has made on the industry is that the podcast has opened people’s eyes to various career paths. Throughout the hundreds of interviews we’ve conducted, it’s clear that there is no one clear path from being a frontline employee to an executive leader.
“We saw an opportunity to create something for attractions industry professionals to learn from the best in the business.” –Josh
When we began the podcast in 2017, we identified a gap in educational content for those building a career in the industry. With plenty of content available for enthusiasts and travel planning, we set out to make an impact on attractions industry professionals (also known as AttractionPros) to learn from the best of the best across all areas of the attractions industry.
How we look at the industry differently
“Sometimes, when you think about people in those positions and you don’t know them, it’s easy to dehumanize them.” –Matt
After 299 episodes, one of the biggest takeaways is that we’re all human. Someone in an executive leadership role may come across as intimidating, and by conducting an interview that highlights their career path, their personal life, and mistakes they’ve made along the way, it shines a light on the person behind the title.
“I feel that the industry is even smaller after talking to so many people.” –Josh
It also makes the industry feel smaller. In addition to identifying mutual connections and connecting the dots from a networking standpoint, hearing similar challenges and guidance across attractions and facility types that you may not associate with each other, it shows that the industry is largely on the same page and singing the same song.
Podcast guests who have made a large impact
Every guest on the podcast has had an incredible story to share and an incredible message for the industry, making it difficult for Matt and Josh to each pick one! Nevertheless, Matt stated that when we interviewed Brian Knoebel, it was a last-minute scheduling based on a cancellation, meaning we had no questions prepared. Despite the lack of preparation, his father’s birthday, and only a few days before opening the park for the season, Brian offered us his undivided attention and conducted an incredible interview.
Josh cited John Wood, President and Chairman of Sally Dark Rides, and the way in which he shared how rides like Sally - and the experience in a theme park in general - create a lasting impact on people’s lives that extends far beyond the duration of the ride or the visit to the park. We often lose sight of why people visit attractions of any kind because it gets lost in the day-to-day minutiae, and listening to John’s view of the industry is a refreshing reminder.
What has the podcast done for us
“The podcast has given me another way to give back that I never would have thought of.” –Matt
The podcast has deepened Matt and Josh's ability to network and make connections within the industry. An invitation to come on a podcast is not a sales pitch, making it more likely for an executive to say yes to offering their time. It also has been an excellent way to give back to the industry that we have gained so much from.
“I feel like I am continually gaining an advanced degree in the industry.” –Josh
Additionally, the amount of education and inspiration from the podcast makes it feels like one can gain an advanced degree in the attractions industry. With hundreds of interviews across so many topics, the audience can learn about executive leadership, operations, hospitality, marketing, safety, animal care, DEI, and nearly every topic that you can think of that touches the attractions industry.
Scott also asked Matt and Josh about the impact that IAAPA has made on their career, the value of being an IAAPA show ambassador, how the AttractionPros Mentorship Internship came to be, common challenges that the industry is facing, advice for starting a podcast, and then a fast round of rapid-fire questions. To learn more about IAAPA, who graciously hosted us for this special recording, visit www.iaapa.org. To get in touch with us directly, contact attractionpros@gmail.com. | |||
| 01 Aug 2023 | Episode 308: Eric Bertch talks about building a city, creating new IP, and employees being part of the attraction | 00:55:07 | |
Eric Bertch is the General Manager of Lost Island Themepark in Waterloo, IA. Having started his career as a lifeguard at Lost Island Waterpark in 1999, Eric worked his way up from checking pool chemicals to leading a team, and has served as the theme park’s general manager since the project began. Opened in 2022, Lost Island Themepark is one of the Midwest’s only themed entertainment experiences, immersing guests into a story, versus building the tallest and fastest rides like the comparable amusement parks in the region. In this interview, Eric talks about building a city, creating new IP, and employees being part of the attraction.
Building a city “When we started this project, at one point we had over 400 different workers at the same time trying to put this together.” Eric compared the construction of Lost Island Themepark to building a city, which is apparent of all major theme parks and many other similar attractions. They require a massive amount of infrastructure, a significant number of construction workers, and are as organizationally complex as geographic regions and municipalities. Through these complexities, Eric shared several hurdles that the park had to overcome to reach completion. He talks about supply chain issues, weather delays, cost overages, and the COVID-19 pandemic that slowed down the progress of the park. Despite the hurdles, Lost Island Theme Park opened on June 18th, 2022; however, Eric shares that even though the park was able to open on time, it was not fully complete, meaning that construction continued even while the park was operating.
Creating new IP “Our background is in themed entertainment, and it’s an area we felt was underserved in this part of the country.” Intellectual property is often used as a strong driver of attendance in theme parks due to familiarity and fandom of popular brands, stories, and characters. However, rather than leveraging existing IP, Lost Island immerses guests into new stories and characters that were created in-house. This allows for more latitude in storytelling as the brand parameters for the IP are internal to Lost Island. Eric shares that the theming that has gone into the park extends far beyond rides, and is positioned to enhance the atmosphere of the experience. This includes several Easter eggs that can be discovered throughout the park, which creates more “wow” moments for guests as they encounter unplanned experiences. These discoveries help to increase dwell time and overall spending, along with the memories that guests carry with them when they leave. By focusing on the park’s cohesive theme of elements including fire, water, air, earth, and spirit, Eric also shares that it creates an experience that is more cost-effective than building the tallest and fastest rides, all while enhancing guest satisfaction.
Employees being part of the attraction “If you ever want someone to learn something, it better be fun.” Eric shares a glimpse of Lost Island’s recruitment and training process. Rather than individual interviews with the same 15 questions asked to each individual, Lost Island conducts group interviews that are able to assess a team member’s intention rather than history from their past experience - many of whom have none as they are applying for their first jobs. In training, Eric stresses to employees that they are part of the attraction, not a wallflower who is just facilitating the experience. This has led to Lost Island’s hospitality standard being exceptionally high, and team members are regularly mentioned in online reviews. When a team member sees themselves mentioned in a positive review online, it further motivates them to continue their enthusiasm for the experience and builds momentum within the guest service standard.
To learn more about Lost Island, visit www.thelostisland.com to learn about both the theme park and the water park, and you can also download the Lost Island Adventure Guide app on Google Play or the Apple Store. To follow Eric on Twitter, check out @LostIslandChief (Disclaimer: sometimes Eric says crazy things and hopes he doesn’t offend too many people!).
To connect with AttractionPros: attractionpros@gmail.com
This podcast wouldn't be possible without the incredible work of our amazing team:
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| 13 Dec 2022 | Episode 275: Dolf DeJong talks about ruthless optimism, separating music from the noise, and scarring people in positive ways | 00:46:57 | |
Dolf DeJong is the CEO of The Toronto Zoo, home of more than 4,000 animals spanning across a property of 710 acres. In his childhood, Dolf visited the zoo often and developed a strong passion and connection to wildlife. An educator by training, Dolf was sure he would end up in the classroom, but stumbled into the path of management and tapped into his passion for wildlife he developed years ago. Today, Dolf leads the Toronto Zoo team in their mission to connect guests to wildlife and create the core link between connection and caring in order to fight the growing risk of extinction worldwide. In this interview, Dolf shares his insights on the power of ruthless optimism, separating music from the noise, and scarring people in positive ways.
Ruthless Optimism
"The spirit of ruthless optimism is required."
Dolf doesn’t sugarcoat the fact that the environment isn’t getting better. To combat the constant stress and fatigue caused by the negative news we are always surrounded by, Dolf has found serenity through the power of ruthless optimism. By constantly seeing the good in things, we can still feel encouraged to make a difference and fight through the negatives to see the light in the dark tunnel.
The power of ruthless optimism spans further than just the environment. In the operations world, overcoming challenges that linger from the pandemic in addition to other common issues like understaffing can create stress and fatigue and cause burnout. By applying these same concepts, the spirit of ruthless optimism will help you through the challenges and allow you to keep making strides day by day.
Separating Music from the Noise
"We want to respect tradition, but we don't want to fall to toxic nostalgia."
Within the Toronto Zoo operation, Dolf is faced with the challenge of taking care of his frontline team members as well as over 4,000 animals. Every day, Dolf meets with team members and animals to find where the pulse is to separate the music from the noise and turn that into meaningful action to evolve the operation.
Dolf stresses the importance of having a diversity of voices around you to not get lost in the noise. In addition, having the ability to talk to anyone at any time can help you turn your plan into action after finding the music. Knowing that you have weight and that your conversation can be treated as direction drastically impacts team members and allows for you to create meaningful changes within your operation.
Scarring People in Positive Ways
"Human interaction improves retention of information."
By running a massive operation responsible for sending a message to guests, Dolf is faced with challenges like balancing entertainment and education, but primarily making a lasting impact on guests. By creating moments for human interaction, guests will feel more connected to the experience and develop a lasting imprint. However, the major challenge of making a lasting impact is the sheer diversity of the audience.
One in every five people read signs. Dolf knows that to cater to a larger audience, there needs to be several ways to send a message to the guests. By giving guests tangible action to take, such as eating one less course of meat every week, guests can see that their actions have an impact, and assists in developing that lasting imprint. The information and connections that are created at experiences like the Toronto Zoo can change the trajectory of lives, and Dolf knows that we need to focus on what will come back with the guest tomorrow if we truly want to make change.
To contact Dolf, you can connect with him on LinkedIn. To learn more about the Toronto Zoo, you can visit their website here.
This podcast wouldn't be possible without the incredible work of our amazing team:
To connect with AttractionPros: attractionpros@gmail.com | |||
| 30 May 2023 | Episode 299 - How will AI disrupt the attractions industry? | 00:09:56 | |
How will AI disrupt the attractions industry, including theme parks, zoos, museums, aquariums, and family entertainment centers? Artificial Intelligence (AI) has the potential to transform the attractions industry in a variety of ways, including theme parks, zoos, museums, aquariums, and family entertainment centers. Here are some ways AI could disrupt the industry:
Overall, AI has the potential to enhance the attractions industry by providing more personalized experiences, improving safety and security, and increasing efficiency. However, there are also potential risks, such as privacy concerns and job displacement. As the industry evolves, it will be important to carefully consider these risks and work to mitigate them. What do you think? How will AI disrupt the attractions industry? Let us know your thoughts on Facebook, Twitter, LinkedIn, or Instagram. Also, what do you think of this episode format? Should we do more of these? To connect with AttractionPros: attractionpros@gmail.com | |||
| 03 Jan 2023 | Episode 278 - Wess Long talks about the role of a lifeguard, experiential learning, and client-centric solutions | 00:52:10 | |
Wess Long is the President of StarGuard ELITE, an aquatic risk prevention agency that is internationally recognized for its elite training, certification, and consulting programs serving lifeguards, management, attraction attendants, and more. Wess is passionate about the aquatics industry, having spent time in facilities all over the world. It's that experience and passion that drives him and the team at StarGuard ELITE to pursue the best in training practices for the people who are keeping our pools and waterparks safe. In this episode, Wess talks about the role of a lifeguard, experiential learning and client centric solutions.
The role of a lifeguard
"It's critical that we understand the role of a lifeguard."
If everything goes as planned, you likely won’t have a lot of interaction with a lifeguard at your local pool or waterpark. That is because their job is to literally guard lives, and they do this by watching for distress in swimmers so they can identify dangerous situations long before they pose a threat to the public.
In many ways, lifeguards are first responders and are part of the medical response team and can mean the difference between life and death. Like the fire department or paramedics, their job, in the event of an emergency, is to sustain life and stabilize the situation until others arrive. It’s a big responsibility that in many cases is bestowed on young adults.
Experiential learning
"Experiential learning is not just about doing, but also talking about it."
Guarding a life is not a passive activity. Wess believes that the training that prepares someone for the role of a lifeguard should be more than just classroom learning, and even more than a hands-on experience. At StarGuard ELITE, their training program is centered around the concept of experiential learning - which like lifeguarding itself, is not a passive process.
As Wess says, it’s not enough to do the activities, you must also talk about them and personalize them. What went well, what can be improved, and how did a particular guard’s actions help or hinder the process? Talking through scenarios also tends to uncover the “why” and purpose of what lifeguards do.
Client-centric solutions
"There are objectives and standards that can be the same, but the ways to get there can be very different."
Every client has the same goal - keep their guests safe. Wess and StarGuard ELITE’s approach is that there are many ways to get there, taking into consideration the size and scope of the facility they are working with.
This means that there is no one-size-fits all approach. Wess and his team take time to assess the strengths and needs of each team they work with, finding an approach and process that takes into consideration budget, staffing and location. At the end of the day, SGE and their clients want the same thing - 100% safety for their teams and guests.
To learn more about StartGuard Elite, you can find them at StarGuard Elite. Wess can be reached at wess.long@starguardelite.com or info@starguardleite.com.
This podcast wouldn’t be possible without the work of our incredible team:
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| 09 Apr 2024 | Episode 344: Jill Raff talks about expectations management, screening for values, and reacting vs. responding | 00:53:57 | |
Jill Raff is the Founder and CEO of the Jill Raff Group, where she helps organizations work from the inside out by focusing on the employee experience, which leads to an excellent customer experience. Jill grew up in the restaurant business and is a columnist for Nation’s Restaurant News. Today, Jill helps companies attract and retain the right people who align with their core values, making them the employer of choice and a company worth talking about. In this interview, Jill talks about expectations management, screening for values, and reacting vs. responding. Expectations management“Without proper expectations management, people are going to project what they think on a scenario or how they are supposed to work.” The idea of expectations management applies equally to the guest and employee experience alike. If a business is understaffed, the simplest way to communicate it to guests is that operations are reduced because of lower staffing. However, by going deeper into why staffing is not as strong as it should be, you can communicate to guests that they have yet to find the right candidates to fill positions and that they won’t compromise on the experience just so they can be fully operational. Expectations management also can be looked at in comparison to wages, which have increased substantially for the majority of the industry in recent years. One school of thought suggests that higher wages should naturally assume a higher expectation of their performance, but it must be looked at in the context of what they are already responsible for and what additional responsibility they may take on. Training also plays a critical role, because if you pay employees more and expect more from them but don’t put in the effort to invest and train them on their increased standards, the pay increase will likely not yield an increase in performance. Screening for values"You can't just hire people that you like and want to go to dinner with. They have to align with your core values." To properly screen for values, Jill recommends role-playing and putting candidates in situations to observe how they act in certain circumstances they are likely to encounter on the job. Ask how they would handle certain scenarios or if they have had similar circumstances happen before, and if they haven’t, how would they act? Judgment should not be made directly from their responses, because anyone can be trained and taught to act in accordance with the organization. However, these exercises allow recruiters to screen for character and how they truly feel serving other people, not just because they are getting paid to do it. In some cases, if the need for staffing is critical and it is unclear if certain individuals align with the organization’s values, leaders can take on a new employee as a project to bring up to the standard of the organization and focus on their continual development. However, if they do not rise to the standard expected of them, it can be a detriment to the morale of high-performing team members who see that the standard is not being met by their coworkers. Reacting vs. responding“Do they react or do they respond? There’s a big difference between those two.” When screening for values, Jill notes the difference between reacting and responding to certain circumstances. When we react to something, it’s an immediate emotional reaction. With a response, we take a moment and think about what they said, and come at it with an emotionally intelligent response. A reaction is a knee-jerk response that does not consider other factors, such as what else is happening whether during that day or in that individual’s life. To properly respond, individuals must pull back and look at all of the other factors that go into the moment that they are responding to.
To connect with Jill, visit www.jillraff.com, send her email at jill@jillraff.com, or connect with her on LinkedIn. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:
To connect with AttractionPros: | |||
| 21 Mar 2023 | Episode 289: Ade Jones talks about adventure tourism, freedom to succeed, and community relations | 00:56:30 | |
Adrian Jones is the CEO of Zip World UK, a company that specializes in creating unique and thrilling adventures. From the world's fastest zipline to underground mini-golf, Ade is an expert in taking experiences to the next level. Ade began his career working the frontlines at Alton Towers. This began a career with Merlin Entertainments spanning nearly three decades, where he served as General Manager of Madam Tussauds in Las Vegas and Los Angelos, opened LEGOLAND Florida as General Manager in 2011, before being promoted to President & Divisional Director of Midway Attractions in North America, and then Global New Concepts Development Director.. Recently, he became the CEO of Zip World, where he continues to innovate and create new, exciting experiences for guests. In this interview, Ade shares his insights on adventure tourism, the importance of giving people the freedom to succeed, and building strong relationships with local communities.
Adventure Tourism
"The adventure market is growing massively."
Adventure tourism gives guests the opportunity to experience some of the most unique things our world has to offer. When Ade started with Zip World, he was impressed with how positive the reviews were and how engaged guests were with the facilities. By providing a wide range of attractions for the entire family and creating a great guest experience, Zip World captures the attention of their guests.
Ultimately, the attractions industry is about selling fun, something Ade fell in love with when he got his start. One of the best ways to sell fun is to create a facility that can't be replicated virtually. For instance, the caverns at Zip World contain 200 years of formations, and the personal interactions with employees can’t be replicated in the digital space.
Freedom to Succeed
"If someone is frightened to fail, they won't take any risks."
Another key to the success of Zip World is the employee culture. Ade knows that the ‘People Agenda’ is a huge priority when it comes to building a successful culture. To take employees to the next level, Ade emphasizes the importance of creating the freedom to succeed. By implementing this culture, employees get the chance to build who they are and help create a dynamic business.
Mistakes build who we are, and by creating a freedom to succeed, we also create the freedom to fail. Failure is important, and everyone can learn from their mistakes. Ade knows that by failing, we can become stronger in the places we were broken before, which is something that could benefit any operation.
Community Relations
“We were very sympathetic; we listened.”
One of Ade’s greatest challenges was leading the development of LEGOLAND Florida while simultaneously creating a great relationship with the Winter Haven community. By holding town halls and being open to feedback from the locals, Winter Haven is now proud to have LEGOLAND Florida as a staple in their community.
Ade's most valuable lessons were about the importance of following through on your promises and the impact of small gestures. When working with homeowners and existing communities, it's crucial to be mindful and considerate. By being transparent and keeping promises, trust can be built and disasters can be avoided. These actions contribute to fostering a positive and cooperative spirit within the community.
To connect with Ade, you can find him on LinkedIn. To learn more about Zip World, you can visit their website here.
This episode is kindly sponsored by Attractions.io, the guest experience platform behind Merlin Entertainments’, San Diego Zoo’s, and the PGA Championship’s branded mobile apps. Like us, the team at Attractions.io are on a mission to elevate our guest experiences and ensure they exceed the expectations of today’s digitally native guests. By combining a branded mobile app with an operator console that consolidates behavioral data from every touchpoint in the guest journey, the Attractions.io platform empowers operators with the tools they need to increase guest satisfaction, spending, and loyalty. To learn more about how Attractions.io can help you connect your end-to-end guest experience, visit Attractions.io/howitworks.
This podcast wouldn't be possible without the incredible work of our amazing team:
To connect with AttractionPros: attractionpros@gmail.com | |||
| 07 Feb 2023 | Episode 283: Matt and Josh talk about the evolving role of the frontline team member | 00:39:57 | |
The role of the frontline team member in the attractions industry is changing. As technology continues to evolve, fewer team members are needed to complete certain functions than before. This isn’t a new phenomenon, but certainly accelerated in recent years, in part due to trends coming from the pandemic where more functions were made contactless and self-service. Additionally, with the labor challenges that the industry has been facing, there are more and more conversations being had about how to do mre with less, as many businesses are hiring fewer team members and at a higher wage. In this episode, Matt and Josh put their minds together to discuss the evolving role of the frontline team member.
The role of the frontline team member is evolving due to a combination of technology and wage increases. It’s no surprise that the pandemic drastically changed many unique aspects of the industry, but one of the sizable changes observed has impacted the entire workforce. Wage increases have been happening across the world as a result of the impact that the pandemic had on the labor market. Since our frontline employees are demanding higher wages and are also having many aspects of their job changed by the incorporation of technology, their role needs to evolve so we can keep providing a great guest and employee experience.
If you have fewer team members and are paying them more, this raises their standards and your expectations from them to deliver a superior guest experience. If a guest were to go to a park and interact with 10 team members, and 9 delivered a great interaction, most would say that they had a great overall experience. However, with fewer team members and less interaction with them due to the use of technology, that 1 ‘dud’ team member may be the only interaction a guest has in their day, resulting in the guest developing a completely different perspective. With fewer team members, there is less of a chance to make a good impression. To combat this, our frontline team members need to become well equipped and have fewer barriers so that when they interact with guests, they can have a great interaction and solve problems with ease.
With less in the way, team members can exceed guests' expectations by proactively anticipating needs and create "wow" moments more easily.
As technology and automation help to remove many functions of your team members’ job duties, this enables them to have more opportunities to facilitate personal interactions. Leaders should take a close look at their job descriptions and employee handbooks and determine if “exceeding expectations” is part of their daily routine, or if it is considered an afterthought.
By fully focusing on the guest experience, frontline team members can gain a higher sense of fulfillment and satisfaction with their jobs. Since technology has the ability to handle many redundant aspects of the industry such as ticket selling or front of line passes, we can allow our employees to become guest experience ambassadors. By giving them a strong purpose and equipping them with the proper toolset, they can make guests happy every day, one of the main reasons many people work in the industry. By giving team members fulfillment and purpose, they begin to develop a sense of excitement when coming to work, and a fun drive home after their day is over. Instead of creating stressful environments where our frontline team members are doing the same actions, they can instead be trusted to create memories and feel excited about who they’ll interact with the next day.
How are you keeping up with the inevitable evolution of your frontline team members in the attractions industry? This podcast wouldn't be possible without the incredible work of our amazing team:
To connect with AttractionPros: attractionpros@gmail.com
This episode is kindly sponsored by Attractions.io, the guest experience platform behind Merlin Entertainments’, San Diego Zoo’s, and the PGA Championship’s branded mobile apps. Like us, the team at Attractions.io are on a mission to elevate our guest experiences and ensure they exceed the expectations of today’s digitally native guests. By combining a branded mobile app with an operator console that consolidates behavioral data from every touchpoint in the guest journey, the Attractions.io platform empowers operators with the tools they need to increase guest satisfaction, spending, and loyalty. To learn more about how Attractions.io can help you connect your end-to-end guest experience, visit Attractions.io/howitworks. | |||
| 12 Dec 2023 | Episode 327 - Matt and Josh recap the 2023 IAAPA Expo | 00:43:36 | |
Keep connecting with IAAPA in 2024! Join your colleagues and peers at the IAAPA FEC Summit from January 21st to the 23rd in San Antonio, Texas. Or, plan to celebrate the industry’s most significant achievements at the new IAAPA Honors event held in conjunction with the IAAPA North America Summit, March 3rd to the 5th in Las Vegas.
We can’t wait to see you there! Visit IAAPA.org for more information.
The 2023 IAAPA expo proved to be nothing short of incredible. From mesmerizing drone shows to jam-packed education sessions, this expo was a standout event. As attendance continues to grow each year since the pandemic,, the 2023 expo provided something meaningful for everyone and helped catapult our industry into the coming year. In this episode, Matt and Josh talk about their key takeaways from IAAPA’s 2023 convention from their on-the-floor and bird’s eye perspectives.
IAAPA Expo is one of the best indicators of the overall health of the attractions industry.
With a crowded show floor and people lining every corner, IAAPA proved to be an exciting and energetic environment. Since its beginning, IAAPA has consistently served as a strong indicator of the health of the industry, showing the progress from concern and caution in the pandemic to the excitement and risk-taking that we’re seeing again today.
Our industry provides so many avenues to be passionate about.
IAAPA encapsulates so many avenues of our industry under one roof, and provides a great opportunity not only to specialize in an avenue, but also to learn about different tracks and take great nuggets of information to apply elsewhere. Valuable lessons transcend boundaries; even individuals in HR can glean insights from the more imaginative, and vice versa. By allowing for these avenues to learn from each other, innovation can be born and our industry can go even further.
Guest service training for frontline staff should include service recovery and complaint resolution.
Josh shared that throughout his expo experience, the number one issue he found is that not enough employers train their frontline staff on service recovery and complaint resolution. Service failures and guest complaints are part of the standard operation, and thus should be incorporated into our frontline staff’s training. Everybody loses when the manager gets involved, and our frontline staff should be well-equipped to get dissatisfied guests back on track to being satisfied.
IAAPA Expo provides ample opportunities to overcome fears and expand your professional development.
Many people accomplished something for the first time at this year's expo. So many people struggle with getting on the stage and sharing their knowledge, and many others struggle with imposter syndrome and confidence. IAAPA provides a safe and exciting place to overcome these fears, and it helps expand people’s confidence and skills like networking and sales that can boost their professional development.
Investing in your team's professional development pays off substantially in the long run.
Providing an investment in a young leader’s future can pay off substantially in the long run, and experiential learning is a priceless way to grow and develop a team. The offerings in Orlando are endless, and people can learn from their experiences at parks like Disney, Universal, and LEGOLAND in addition to their time at IAAPA. Young leaders in the industry are just as hungry as they are impressionable, and that investment will be priceless.
This year's IAAPA Expo shows that the industry embraces creativity, innovation, and risk-taking.
The reveals and announcements at this year’s expo were far beyond anything that the exhibitors at IAAPA have previously offered. This year, we saw the industry not just follow the standard path, but take chances and go outside of its comfort zone. From gravy trains to brand-new coaster styles, we saw the industry saying “Why Not?” more than ever this year, generating even more excitement and energy on the show floor.
Were you at IAAPA Expo 2023? Tell us your biggest takeaway! Click here to leave us a voice message in the Speakpipe. To learn more about IAAPA, including events they host throughout the year all over the world, click here.
This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:
To connect with AttractionPros: | |||
| 13 Jun 2023 | Episode 301: Peter van der Schans talks about selling emotions, up and coming markets and supporting young professionals. | 00:54:20 | |
Peter van der Schans is the Executive Director & Vice President IAAPA EMEA, which represents IAAPA member interests in Europe, the Middle East and Africa. Peter will be the first to tell you that these areas are not only diverse culturally, but are also wide ranging in terms of industry maturity and development. Peter’s background in operations helps him relate to the members and provide support in navigating their most difficult challenges. In this episode, we get to hear Peter’s thoughts on selling emotions, up and coming markets and supporting young professionals.
Selling Emotions
"It’s young, it’s old, it’s laughs, it’s fear. In the end, it comes back to that emotion."
Many people will say that our real “product” in the attractions industry is fun or memories or experiences. Peter distills this down to its core by saying we sell emotions. An emotion will drive our behavior and our willingness to come back and tell our friends. Our emotions, if expectations aren’t met, can also prevent us from returning.
Peter also shares that those emotions can come from many different places, such as riding a roller coaster or sitting on a bench to enjoy the view. No matter the size or scope of the operation, it’s critical to look at all of the opportunities a guest has to feel something, because those are decision points and will determine if we have done our jobs or not.
Up and Coming Markets
"You can see that there is a gray zone that is not the obvious theme park that is our member."
Peter talks about the diversity of the markets he and his team support, stating that on the whole, Europe would be considered mature, the Middle East is developing and Africa is up and coming. He is sure that in the coming years Africa will gain ground and develop as a great spot for attraction development.
What Peter acknowledges that what he doesn’t know is what the timeframe or the attraction mix will look like in that region. Currently, you have safaris, cave tours, and other nature-based attractions and experiences. Will we see full blown theme parks in Africa? Tough to say, but the desire to expand the tourism base is there, and where there is a will, there is a way!
Supporting Young Professionals
"We try to touch their hearts to see if we can persuade them to pursue a career in our industry."
In sharing his own journey, you can tell that Peter is passionate about developing his own skills as well as the skills of others, particularly Young Professionals in, or interested in, the attractions industry. Peter outlined some of the initiatives and strategies to engage the future leaders of our industry. At the Europe Expo in Vienna in 2023, a job fair is being held to attract students and young professionals who may be interested in pursuing a career in the industry, but may not realize their area of study has a place. For example, those focusing on tech, as well as operations, F&B, and hospitality are all needed as the industry continues to grow. In addition, Peter talked about his desire to have Young Professionals represented across the board in committees and strategic planning to get their perspectives and provide exposure to the inner workings of the industry.
To connect with Peter, check out the IAAPA team members page. To learn more about IAAPA EMEA, click here.
To connect with AttractionPros: attractionpros@gmail.com | |||
| 13 Aug 2024 | Episode 362: Neil Dwyer talks about designing through the operator’s perspective, effective service recovery, and no challenge is unsolvable | 00:52:14 | |
Tap into innovation at IAAPA Expo, the biggest industry event of the year. Join us and other AttractionsPros in Orlando, FL, Nov. 18-22 to engage with the global community. Learn from the experts, leave with new ideas, and turn your passion for the industry into new possibilities. Register now to save up to 30%.
Neil Dwyer is the Vice President of Operations at Six Flags Qiddiya City, the largest amusement park in Saudi Arabia, opening in 2025. Neil's career began when a summer job as a ride operator sparked a lifelong passion for the attractions industry. Over the years, he has climbed the ranks, gaining invaluable experience at notable parks like Blackpool Pleasure Beach, IMG Worlds of Adventure in Dubai, and Global Village, a multicultural heritage park in Dubai. In this interview, Neil talks about designing through the operator's perspective, effective service recovery, and how no challenge is unsolvable. Designing from the Operator's Perspective"We've been fortunate enough to work with some really great architects and some really great designers who've just absolutely listened to everything that we wanted to do and we wanted to incorporate." Neil explains how being involved in the early design stages of Six Flags Qiddia has been crucial to ensuring the park's success. By incorporating the operator's perspective, Neil and his team have focused on details like the operator's visibility in the control booth and guest flow throughout the park. This level of involvement has allowed them to address potential operational issues before they arise, leveraging advanced technology like 3D modeling to visualize and optimize every aspect of the guest experience. Effective Service Recovery"Just giving a free ticket and saying sorry is probably not enough to recover that service experience."
Neil discusses his findings from his master's thesis on guest service and service recovery, revealing that only 30% of guests who received free tickets after a negative experience returned to the park. This insight led Neil to understand that effective service recovery goes beyond offering compensation; it requires genuine apologies and thoughtful resolutions that leave a lasting positive impression on guests. He emphasizes the importance of empowering staff to address issues on the spot, ensuring that every guest feels heard and valued. No Challenge is Unsolvable"No challenge is unsolvable. We're going to have all these issues, but we're going to solve all of them. That's part of the fun of the game." Neil's optimistic outlook on overcoming challenges is a driving force behind the development of Six Flags Qiddiya. He acknowledges the unique challenges of opening a theme park in a new market like Saudi Arabia, where there is limited local expertise in the attractions industry. However, Neil sees this as an opportunity rather than a setback, allowing his team to innovate without the constraints of "how things have always been done." This mindset has been instrumental in tackling the monumental task of building the world's tallest, fastest, and longest roller coaster, Falcon's Flight.
To connect with Neil and learn more about his work, you can reach out to him on LinkedIn, where he is always open to networking and sharing insights from his extensive experience in the attractions industry. For more information on Six Flags Qiddiya, visit their website.
This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:
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| 21 May 2024 | Episode 350 - Lessons from the AttractionPros Community | 00:48:22 | |
The AttractionPros Podcast has reached another milestone! After nearly seven years, we are thrilled to reach episode 350. To recognize how far we’ve come since 2017, we put a call out to our audience to share what they have learned from the podcast that has helped them in their business, network, or career. With the hundreds of guests who have been on the show from every corner of the attractions industry, the takeaways are wide and diverse. Matt and Josh also share several things that they have learned as well from producing this podcast every week for 350 weeks. In this episode, the AttractionPros community shares what they have learned from the show.
This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:
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| 27 Aug 2024 | Episode 364 - Samantha Palmer talks about historic tours, St. Augustine's tourism industry and taking chances on people | 00:55:12 | |
Tap into innovation at IAAPA Expo, the biggest industry event of the year. Join us and other AttractionsPros in Orlando, FL, Nov. 18-22 to engage with the global community. Learn from the experts, leave with new ideas, and turn your passion for the industry into new possibilities. Register now to save up to 30%.
Samantha Palmer is the Director of Brand Experience for Flagler College in St. Augustine, FL. With over 20 years of experience at the college, plus time as a student, Samantha has played a pivotal role in developing and overseeing the historic tours and retail operations at Flagler. Her work focuses on enhancing the brand experience for both students and visitors, leveraging the college’s rich history and iconic architecture. In this interview, Samantha talks about historic tours, St. Augustine's tourism industry, and taking chances on people.
Historic tours
"You get to experience the brand not only through what their script is... but you also get to experience a student who is here working on their four-year education."
Samantha discusses how Flagler College’s historic tours are a unique blend of education and tourism, allowing students to gain invaluable public speaking and storytelling skills. The tours are not just about showcasing the beautiful and historic campus; they also serve as a crucial recruitment tool for the college. By involving students as tour guides, the program offers a dual benefit—visitors get a glimpse of the college’s rich history, and students gain hands-on experience that enhances their academic journey and prepares them for future careers.
St. Augustine's tourism industry
"We have always been members of the St. Augustine Attractions Association... we're kind of lucky that this area is so concentrated with attractions, but we're also willing to talk to each other."
Samantha highlights the collaborative spirit within St. Augustine’s tourism industry, emphasizing the unique position Flagler College holds within this historic city. As a major attraction in St. Augustine, Flagler College contributes to and benefits from the city's vibrant tourism sector. The college’s involvement in local attractions associations and partnerships with other sites, such as the St. Augustine Lighthouse and the Pirate Museum, ensures a cohesive and enriched experience for visitors. Samantha also notes how the college’s location and history make it an essential stop for those exploring the oldest city in the U.S.
Taking chances on people
"I like to take chances on people. Let's see. What's the worst that happens?"
In her role at Flagler College, Samantha has learned the importance of taking chances on people, particularly students who may not initially seem like the perfect fit for a role. She shares stories of students who, despite their initial reservations or lack of experience, have thrived in positions like tour guides. These experiences often lead to surprising and rewarding outcomes, with students gaining confidence and discovering new career paths, such as in public speaking, theater, or law. Samantha’s belief in giving people opportunities reflects her broader philosophy of mentorship and development, helping to foster a supportive and growth-oriented environment at Flagler College.
If you'd like to learn more about Flagler College or get in touch with Samantha Palmer, you can visit Flagler College's website or reach out to her directly via email at SPalmer@flagler.edu. The historic tours at Flagler College, currently on hiatus for renovation, will resume in September 2024, offering visitors a unique glimpse into the college's rich history and architecture.
This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:
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| 03 Oct 2023 | Episode 317: Brendan Walker talks about structuring and creating emotions, the formula for thrill, and failing positively | 00:48:18 | |
Calling all thrill makers, fun creators, and AttractionPros! Get ready for the ride of a lifetime at IAAPA Expo 2023 - the global attractions industry’s premier event. Join us in Orlando, November 13-17, for a week of learning, networking, and exploring trends and new technologies. Discover innovative solutions for growth that will supercharge your business and enhance your career. Register by November 10th at iaapa.org/iaapaexpo and save up to 30% and get an additional $10 off with code apros.
Brendan Walker is the Founder Director of Studio Go Go and the Thrill Laboratory. Billed as the world’s only Thrill Engineer, Brendan spends his time designing and creating thrilling experiences. He regularly features in character as the Thrill Engineer and has worked with international groups such as Nissan, Durex, Royal Caribbean, & Merlin Entertainment to communicate & amplify core experiential brand components by working both in front, and strategically with the client’s team behind camera. In this fascinating conversation, Brendan talks about structuring and creating emotions, the formula for thrill, and failing positively.
Structuring and creating emotions
"The granularity of anticipation goes from months to weeks to days to hours to minutes to seconds leading to the experience."
Emotions may feel random, but in fact they are calculated reactions to specific stimuli. Long before there were roller coasters and thrill rides, our emotions, such as fear, worked to keep us safe in the event of danger. According to Brendan, for the engineers that are paying attention, it’s very possible to intentionally weave in experiences that stimulate specific emotions to enhance or drive the experience.
But it also goes beyond merely tapping into the emotions a guest may feel at a certain time. It’s also about creating emotions, perhaps where the guest didn’t expect them. For example, the telling of an attractions’ story begins prior to the visit, so feeling a sense of anticipation, even a little uneasiness before even stepping on the property can elicit a stronger emotional response to the experience itself.
The formula for thrill
"You can quantify thrill."
Brendan not only recognizes that thrill can be quantified, but he goes on to explain where the thrill-seeking gene, D40R lives within us. This gives experience creators a formula or road map to follow when designing experiences. While nothing is foolproof, it means you can be a bit more confident that your new attraction will deliver the thrill your guests seek.
In a survey about what people find thrilling, the answers ranged from whitewater rafting to knitting, but the formula was the same. People described the sensation of thrill as a “sudden and large increase in both pleasure and arousal at the same time.” This indicates that regardless of the level of the thrill, the formula to get there is consistent.
Failing positively
"If something is going to fail, we want it to fail positively."
Most parks or attractions that have rides with a high thrill factor play up that angle to get noticed, to market their latest and greatest creations and to generate positive buzz to bring in visitors. Then, if the ride happens to go down, and especially if people are left in an uncomfortable position for an extended period, those without the behind-the-scenes knowledge will assume, largely due to the park's assertion, that those guests are in real danger.
To the contrary, the ride manufacturer and the park officials know that in the majority of cases, the ride behaved exactly as it should have and the guests are actually quite safe. This is what Brendan means about failing positively… that even with a malfunction, there is still a positive outcome.
Brendan invites you to visit both Studio Go Go and the Thrill Laboratory to learn more, and to contact him directly: brendan@studiogogo.ltd.
This podcast wouldn't be possible without the incredible work of our amazing team:
To connect with AttractionPros: | |||
| 25 Apr 2023 | Episode 294 - Jerry Davis talks about constructing attractions, controlled chaos and balancing quality, time and cost | 00:55:17 | |
Jerry Davis is a seasoned professional in the construction and attractions industry, serving as the President and Principal of PeakCM, LLC, an award-winning construction firm specializing in a wide range of projects from theme parks to healthcare facilities. Jerry's passion for the attractions industry was ignited after graduating from UCF and landing his first job at Beers Construction, where he worked on the iconic Marvel Superhero Island at Universal's Islands of Adventure. Over the years, Jerry has been involved in numerous incredible projects, and took his expertise to establish PeakCM, his own construction management firm. In this interview, Jerry talks about constructing attractions, controlled chaos, and balancing quality, time, and cost.
Constructing Attractions "You need to learn how to manage the stress, pressure, and deadlines." Jerry understands that constructing attractions is a unique and complex endeavor, often described as an intersection of cutting-edge technology, groundbreaking art, and innovative design. One of the most daunting aspects of constructing attractions is managing the budget while maintaining high-quality standards. Jerry acknowledges that working within a specified budget without compromising on quality can be an incredibly tough task. Jerry recognizes that construction of attractions can be challenging, with various stakeholders, complex designs, and tight deadlines. To mitigate this chaos, Jerry emphasizes the importance of getting hands-on from the early stages of the project. One of these keys to success is when the contractor is brought on board early by the owner or project team, allowing for better communication, coordination, and alignment of expectations.
Controlled Chaos "Construction projects are like controlled chaos." Jerry acknowledges that construction projects, especially in the attractions industry, often face challenges with changes in design, unexpected issues, and potential impacts on timelines, quality, and costs. It is rare for a project to feel like it will be completed on time and on budget during the construction phase. To effectively combat these challenges, Jerry emphasizes the importance of proper communication channels and a culture of collaboration. Having the right people with the right expertise and mindset around you can make a significant difference in addressing issues head-on, rather than getting stuck in a cycle of problem-solving without finding a solution.
Balancing Quality, Time, and Cost "When you really want quality, your time gets sacrificed." The quality, time, and cost triangle is a fundamental concept in the construction industry. For years, contractors and owners have sought to strike the perfect balance among these three elements, but often have to make tough decisions, as achieving all three simultaneously can be borderline impossible. In recent times, however, the landscape has evolved with additional variables impacting the triangle. Factors such as extended lead times on materials and significant fluctuations in pricing have disrupted the traditional equation of time and cost. Jerry emphasizes that finding the right balance among quality, time, and cost is crucial to delivering a successful project, requiring effective communication with the owner and making educated and fair choices.
To connect with Jerry, you can find him on LinkedIn. To learn more about PeakCM, visit their website here.
This episode is kindly sponsored by Attractions.io, the guest experience platform behind Merlin Entertainments’, San Diego Zoo’s, and the Kennedy Space Center’s branded mobile apps. Like us, the folks at Attractions.io are on a mission to elevate our experiences. Their latest launch adds in-app photos to the Attractions.io mobile app, giving guests more time to view, purchase and share their media with loved ones. Impressively, 88% of consumers say they trust content and recommendations from their friends and family over any other form of marketing – making user-generated content, like photo sharing, an essential strategy for your marketing team this season (according to Nielsen, in its global Trust in Advertising Study in 2021). To learn more about Attractions.io and the new in-app photo feature, visit Attractions.io/photos.
This podcast wouldn't be possible without the incredible work of our amazing team:
To connect with AttractionPros: attractionpros@gmail.com | |||
| 28 Feb 2023 | Episode 286: Jeroen Nijpels talks about selling roller coasters, relationship-based marketing, and advice for young professionals | 00:55:19 | |
Jeroen Nijpels is the Owner and Managing Director of JNELC. After several years of experience of theme park planning and attraction sales in Asia and Europe, Jeroen established JNELC to assist parks in purchasing attractions. Throughout his career, Jeroen has developed strong relationships and has been instrumental in leading IAAPA’s young professionals program. Jeroen is also currently the Chair of IAAPA’s Manufacturer & Supplier Committee and serves on the Board of Directors. In this interview, Jeroen shares insights into the challenges of selling roller coasters, the importance of relationship-based marketing, and valuable advice for young professionals aspiring to excel in the industry.
Selling Roller Coasters
“The bottom line is… I sell roller coasters.”
Selling roller coasters (along with other types of rides and attractions) is an art that goes far beyond just adding an attraction to a facility. It involves a comprehensive approach that considers various factors such as the target audience and unforeseen/indirect costs. Jeroen understands that each sale is a defining moment for his company, and he strives to make it successful by incorporating portfolio management and a 'big picture' ideology into his sales practice.
Jeroen uses every sale as an opportunity to learn and improve his approach, which helps him become a more effective manager for his clients year after year. By prioritizing a holistic approach to roller coaster sales and figuring out what sticks from previous sales, Jeroen has established a reputation for delivering results that exceed his clients' expectations.
Relationship-Based Marketing
"Our industry is friendly towards its competition."
Jeroen's goal when working with new clients is to establish long-term relationships. JNELC recognizes that purchasing roller coasters and attractions is a significant investment, and they strive to maintain contact with clients to remain updated on their needs and preferences. By keeping this connection, Jeroen has been successful in turning new clients into lifelong customers.
Jeroen leverages his existing relationships to build new connections and expand his network. Instead of exhibiting at trade shows, JNELC instead opts to host social events for both existing and potential clients. By taking a patient and proactive approach, JNELC builds strong, lasting connections that extend beyond typical business interactions. This strategy has allowed Jeroen to cultivate a network of clients who trust and value his expertise, making JNELC a go-to source for purchasing attractions and related services.
Advice for Young Professionals
"Ask questions, and ask people for help."
Jeroen spearheaded the establishment of the IAAPA Young Professionals program nearly two decades ago, finding motivation to create this program after interacting with young talents who expressed their difficulties in networking with industry professionals and breaking into the industry. In response, Jeroen helped create a program that provides young professionals with networking opportunities and helps them step out of their comfort zone.
With almost three decades of experience in the industry, Jeroen advises young professionals to broaden their network and seek help from others. By interacting with more people outside of their current network and taking initiative, young professionals can gain a deeper understanding of the industry and identify their career goals. By setting these goals and pursuing them with determination, success is within reach.
To connect with Jeroen, you can find him on LinkedIn. To learn more about JNELC, you can find their website here.
This episode is kindly sponsored by Attractions.io, the guest experience platform behind Merlin Entertainments’, San Diego Zoo’s, and the PGA Championship’s branded mobile apps. Like us, the team at Attractions.io are on a mission to elevate our guest experiences and ensure they exceed the expectations of today’s digitally native guests. By combining a branded mobile app with an operator console that consolidates behavioral data from every touchpoint in the guest journey, the Attractions.io platform empowers operators with the tools they need to increase guest satisfaction, spending, and loyalty. To learn more about how Attractions.io can help you connect your end-to-end guest experience, visit Attractions.io/howitworks.
This podcast wouldn't be possible without the incredible work of our amazing team:
To connect with AttractionPros: attractionpros@gmail.com | |||
| 16 May 2023 | Episode 297 - Dr. Mike Adkesson talks about learning while having fun, conservation beyond the zoo and animals being happy | 00:52:31 | |
Dr. Mike Adkesson is the Chief Executive Officer at the Brookfield Zoo. As a veterinarian by trade, Mike has always had a soft spot for animals, working tirelessly to create a better world for them both in nature and under human care. Mike's passion for animals began at a young age when he participated in his first animal care youth program at age 8, leading him to become a zookeeper at 15 before pursuing his doctorate in veterinary medicine. With over 15 years of experience in animal care and welfare, Mike was promoted to CEO of Brookfield Zoo in October 2021 and is now dedicated to providing guests with unforgettable experiences while also leading global conservation efforts beyond the walls of Brookfield. In this interview, Mike talks about learning while having fun, conservation beyond the zoo, and animals being happy.
Learning While Having Fun "I passionately believe that people listen and learn more when they're having fun." Mike emphasizes that the guest experience is paramount in ensuring that the messages of animal care and conservation are absorbed. When guests are surrounded by problems and can’t enjoy the true zoo experience, we can’t expect them to care about messages that go beyond the zoo. To tackle this problem, Mike shares that the operation needs to have excellence in every corner of the experience. The food should taste amazing, and the attractions should be engaging. However, Mike emphasizes that the most crucial element is to create intimate and one-of-a-kind animal experiences to engage guests and get them to care. Mike believes that without a great guest experience, the zoo's mission and purpose can’t be fulfilled.
Conservation Beyond the Zoo "They care more about a specific species because they saw it close-up here at the zoo." Mike's passion for conservation and the missions supported by The Brookfield Zoo stem from his background as a veterinarian. He believes that to expand these efforts, it's crucial to make the information about them readily available and easily accessible to the public. From featuring information on the website to organizing lunch seminars for the public, the zoo endeavors to communicate the other side of what they do beyond providing exceptional care for the animals at their facility. Zoos and aquariums worldwide have provided 1 billion dollars in funding for these conservation programs. Mike shares that by letting the guests know where their dollars are going, it can create that next level of attachment to the animals in the zoo and the missions the zoo supports. Moreover, by providing intimate interactions with certain animals, the guest experience can be elevated to a call for action, inspiring them to support conservation efforts beyond their visit to the zoo.
Animals Being Happy "Our animals receive better care than billions of people around the world." In the past, Zoos haven’t been nearly as caring and appreciative of their animals as they are now. Mike shares that it’s important to change the narrative and discuss the changes that have been made over the past 30 years to bring significant improvement to the lives of these animals, and show just how important that care is. Many guests don’t understand indicators of certain animals being happy, and can actually misunderstand those indicators. To combat this, Mike provides guests with scientific evidence and measured data to not only let the guest know that the animal is happy, but prove it. Mike emphasizes that by having open, tough conversations, guests will ultimately walk out of the experience much more educated.
To connect with Mike, you can find him on LinkedIn. To learn more about The Brookfield Zoo, you can find their website here.
This podcast wouldn't be possible without the incredible work of our amazing team:
To connect with AttractionPros: attractionpros@gmail.com | |||
| 14 Feb 2023 | Episode 284: Kimberly Beaudin talks about bringing game day energy, the 4 C’s of leadership, and college football as a lifestyle | 00:52:52 | |
Kimberly Beaudin is the Chief Executive Officer at the College Football Hall of Fame. Located in Atlanta, GA, the interactive experience and hall of fame immortalizes players of college football dating back to 1951. Kimberly began her career at Disney, where she developed a love for attractions and hospitality. After several years of marketing experience, Kimberly joined the College Football Hall of Fame, and was promoted to CEO in early 2020. In this interview, Kimberly talks about bringing game day energy, the 4 C’s of leadership, and college football as a lifestyle.
Bringing Game Day Energy
"We're here to deliver a wonderful experience to our guests... and we should enjoy doing it."
Kimberly knows that the best way to engage their guests is to have staff energy spill into the guest experience. From the moment guests walk into the main entrance, Kimberly wants them to be completely immersed in game day energy and all the amazing feelings that come with college football.
Fan Ambassadors are essential in creating the game day energy. By building a team that interacts with the guests in a personal and exciting manner, it compliments the already interactive experience and helps build the emotions that fight songs and rivalries bring every game day. Kimberly has built this living, breathing experience to go beyond the 3 story helmet wall and into the hearts of their guests.
The 4 C’s of Leadership
"I believe that leaders need to lead with confidence, courage, conviction, and compassion."
Kimberly’s leadership philosophy is to work hard and play hard. To accomplish this, she uses the 4 C’s of leadership she’s developed throughout her career: confidence, courage, conviction, and compassion.
Confidence means ‘knowing your stuff’ and not being afraid to share your ideas. Courage is the ability to keep moving forward and not being timid when it comes time to make a decision. Conviction is having the ability to make those tough decisions and put your foot down when it’s needed. Finally, compassion is treating people the way they want to be treated.
The 4 C’s all play into each other, and although words like conviction and compassion may seem contradictory, they actually feed off of their connection and help develop great leadership practice. By developing one of the C’s, you actually develop all of them, as every word is connected.
College Football as a Lifestyle
"The drive to succeed in team sports is a direct parallel to business."
College football is one of the most popular sports in America. For many, watching their alma mater on the field can pull at their heartstrings and get them much more invested in the game since they’re representing something close to their heart. Additionally, generational fandom and rivalries are even more big factors that get people invested in the world of college sports.
Kimberly knows that these ideas behind college football also apply to many other things. Passion is a huge aspect in life, whether it be with hobbies or in the workplace. Additionally, this passion creates bonds that unites groups together, both large and small. Overall, implementing the ideology of college football into the workplace or anywhere else can create a great environment for all the people involved.
To connect with Kimberly, you can connect with her on LinkedIn. To learn more about the College Football Hall of Fame, click here.
This episode is kindly sponsored by Attractions.io, the guest experience platform behind Merlin Entertainments’, San Diego Zoo’s, and the PGA Championship’s branded mobile apps. Like us, the team at Attractions.io are on a mission to elevate our guest experiences and ensure they exceed the expectations of today’s digitally native guests. By combining a branded mobile app with an operator console that consolidates behavioral data from every touchpoint in the guest journey, the Attractions.io platform empowers operators with the tools they need to increase guest satisfaction, spending, and loyalty. To learn more about how Attractions.io can help you connect your end-to-end guest experience, visit Attractions.io/howitworks.
This podcast wouldn't be possible without the incredible work of our amazing team:
To connect with AttractionPros: attractionpros@gmail.com | |||
| 11 Jul 2023 | Episode 305: Massimiliano Freddi talks about resistance, being close to the product and the power of word of mouth | 00:53:05 | |
Massimiliano Freddi is the Founder and CEO of Wonderwood, an adventure park in Italy where “little ones can have grown-up adventures and grown-ups can become children again for a day.” Massi is also the Second Vice Chair of IAAPA and will be taking the reins as chair in 2024. In this fascinating and inspiring conversation, Massi talks about resistance, being close to the product and the power of word of mouth.
Resistance
“People aren't waiting their entire lives for you to open your venue. They have busy lives.”
There are many forms of resistance when it comes to starting and running a business, and the first one we often have to overcome is our own resistance to taking action or following through on our dreams. Wonderwood is a great example of what can be accomplished when you stop thinking about what holds you back and begin thinking about the path forward.
Resistance can also look like guests not choosing your location as the place where they want to spend their time and money. We have to realize that as much as we are behind our product and that we believe in it, not everyone is sitting around just waiting for your gates to open. This means finding new and innovative experiences to entice them, as well as creative marketing strategies to build awareness.
Being close to the product
“I love getting 5-star reviews, but I'm not growing from that.”
Massi explained that one of the drivers for wanting to open his own park was so that he could be closer to the product, i.e., the guest experience. He takes pride in the fact that he learns so much by watching and listening to the guests in real time.
Massi also shared that while he loves hearing about the great things the guests are experiencing, he recognizes that growth lives in the uncomfortable state of getting constructive feedback. Massi and his team seek this out in order to find ways to take the guest experience to the next level.
The power of word of mouth
“Wonderwood is a safe and beautiful place where people leave better than they arrive.”
“Transformation” is a word Massi used to describe the experience at Wonderwood. Building confidence, competence and inspiring guests to take on challenges that may not have taken on in other walks of life. That leads to a transformative experience.
When people have a good time, they will tell a few people. However, when their lives are transformed, they will tell everyone, and that is the kind of word of mouth Massi and his team attempt to drive every single day. Word of mouth advertising is not seen as a marketing initiative, but an operational one where the experience is laid out, and honest feedback from guests becomes the most powerful (and cost-effective) marketing campaign available.
To learn more about Wonderwood, you can visit their website or check them out on Facebook or Instagram. To connect with Massi directly, he suggests LinkedIn or sending him an email at massimiliano.freddi@gmail.com.
To connect with AttractionPros: attractionpros@gmail.com
This podcast wouldn't be possible without the incredible work of our amazing team:
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| 17 Sep 2024 | Episode 367 - Kile Ozier talks about moving people emotionally, creating global community, and the joy of connecting | 01:04:39 | |
Tap into innovation at IAAPA Expo, the biggest industry event of the year. Join us and other AttractionsPros in Orlando, FL, Nov. 18-22 to engage with the global community. Learn from the experts, leave with new ideas, and turn your passion for the industry into new possibilities. Register now to save up to 30%.
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Kile Ozier is The Guy at The Guy, LLC. With a career spanning decades in the live experience industry, Kile has crafted a unique role for himself as a creative venture catalyst, master of spectacle and story, and a guiding force in creating emotionally resonant experiences. He has a rich history of working in diverse fields, from theme parks and global events to fundraising campaigns and theatrical productions. His approach is centered on moving audiences deeply, often leaving them profoundly impacted by the experiences he designs. In this interview, Kile talks about moving people emotionally, creating global community, and the joy of connecting. Moving People Emotionally "My filter is if I can move myself, I can move anyone." Kile Ozier’s ability to craft emotionally resonant experiences stems from his deep understanding of how to engage and move an audience. He shares a powerful anecdote from an event at the Lincoln Memorial, where he designed a silent firework to coincide with a poignant moment in a tribute. The sheer silence, coupled with the emotional weight of the moment, created a collective gasp from 250,000 people—a testament to Kile's mastery in orchestrating profound emotional experiences. He emphasizes that his goal is to touch hearts in a way that feels both personal and universal, making each experience unforgettable. Creating Global Community"Creating global community through shared experience is the mission I’ve adopted for the rest of my life." Kile believes in the power of shared experiences to build a sense of global community. He discusses how his work often transcends mere entertainment, aiming to foster unity, peace, and a deeper understanding among people. Through his projects, whether large-scale events or intimate gatherings, Kile strives to create moments where people from diverse backgrounds come together and feel connected. He views these experiences as opportunities to subtly influence positive change and promote a sense of shared humanity. Joy of Connecting"Connecting with people is joyful." For Kile, the joy of connecting with others is at the heart of his work. He talks about the simple yet profound impact of altering how people enter a space, like guiding them through a side entrance they’ve never used before, to change their perspective and open them up to new experiences. This approach is part of his broader philosophy of creating comfortable disorientation, where participants feel safe yet intrigued, leading them to engage more deeply with the experience. Kile’s ultimate goal is to create environments where people feel a genuine connection—to the event, to others, and themselves.
If you want to learn more about Kile Ozier and his work, you can reach him at kile@kileozier.com or explore his insights further in his book, available on Amazon. Kile is also open to connecting with individuals through LinkedIn or his website, offering guidance and inspiration to those looking to make a meaningful impact through their creative endeavors.
This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:
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| 15 Aug 2023 | Episode 310 - Sascha Czibulka talks about persistence, starting with safety and creating extraordinary attractions | 00:51:58 | |
Sascha Czibulka is the Executive Vice President for Intamin Amusement Rides, one of the world’s leading suppliers of rides and roller coasters. Sascha began his professional career with Huss Rides, which he later left for the purpose of joining a startup until his plans changed again when Intamin offered him the role of Managing Director. What Sascha thought would be a role for one or two years has now lasted more than 23 years, and he now serves as Executive Vice President. Additionally, Sascha has remained heavily involved with IAAPA throughout his career, serving on and chairing multiple committees and the board of directors. In this interview, Sascha talks about persistence, starting with safety, and creating extraordinary experiences.
Persistence
"You will never hear, 'No, it cannot be done.'"
One of Intamin’s cornerstone characteristics is persistence. When Sascha was initially offered the opportunity to join the company, he turned it down to pursue his startup, but the calls kept coming. This persistence can also be sensed in Intamin’s sense of innovation and pushing the envelope toward unique experiences.
Intamin is a family business, currently in its third generation, and the sense of persistence can be felt today just the same as it did several decades ago. Whenever ideas are brought to the table, whether from external stakeholders such as park operators or if they are developed internally, Intamin takes a “go for it” mentality toward innovation.
Starting with safety
"It starts with safety. That's the cornerstone of everything we do."
The only caveat to Intamin’s innovation process is if the project is deemed to be unsafe. Through thorough examination, Intamin’s engineering team can make a determination of whether an idea is feasible or not, and if it is not feasible due to safety reasons, they will suggest alternative configurations to ensure it meets the safety standards.
The team follows the norms and safety standards in place, including similar standards in all global regions. While there may be slight differences from one standard to another depending on the region, the one commonality is that the goal is to ensure that rides are kept completely safe.
Creating extraordinary attractions
"Our target is to design a coaster that the passenger can only be torn out of their seat because they instantly want to do it again and again. Then you know you have a winner.”
Every project that Intamin takes on is fueled by the passion of the team. The engineering team is passionate about creating the best ride experience possible while working within the constraints of space or the client’s budget. Then, seeing riders’ reactions when they get off the ride determines if the ride is a hit.
Sascha also says that success is defined by years to come and how the attraction continues to be popular year after year. Sascha says that the goal of every project is to build rides that stand the test of time and maintain their popularity year after year, which helps the client continue to gain a return on their investment. To learn more about Intamin, visit their website. To connect with Sascha, find him on LinkedIn or send him an email at sascha.czibulka@intamin.com.
To connect with AttractionPros: attractionpros@gmail.com
This podcast wouldn't be possible without the incredible work of our amazing team:
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| 18 Jul 2023 | Episode 306: Dawn Foote talks about a rebel sense of creativity, stakeholder glue and creating emotions | 00:52:11 | |
Dawn Foote is the Co-Founder and CEO of Katapult, a design agency that works with themed attractions and experiences across the globe. Katapult was formed by a group of university students who worked with nightclubs to put on live events. By the time they graduated, the co-founders were able to expand into other industries and sectors and began specializing in themed entertainment in the early 2010s. Today, Katapult designs and creates themed experiences globally and is fortunate to work with some of the world's most-known intellectual properties. In this interview, Dawn talks about a rebel sense of creativity, stakeholder glue, and creating emotions.
Rebel sense of creativity "We always have to think in a rebel sense around creativity." As a teenager, Dawn states that she was a “rebel with a cause” as she campaigned heavily for the environment and preferred to create her own path rather than conform to standards. This attitude ultimately led to Katapult’s creation and initial success. When working with large brands and intellectual properties, however, there are often strict processes in place that partners need to conform to. However, when it comes to coming up with creative ideas, Dawn says that they need to have a rebel sense of creativity, fueled by curiosity, that leads to innovative ideas. It also leads to adaptability and being not only suitable to change but knowing that change is part of the process. The rebel sense ensures that they recognize that there is always a way to improve upon something and that they can never sit still.
Stakeholder glue “We’re the glue between those parties to make sure the needs are met.” A critical portion of the project management process is managing the stakeholders involved. Whenever it seems that a project might be shifting, it’s important to bring it back to the “why” of the key stakeholders involved in the process. While there may be several opinions from various stakeholders, the project needs to balance the needs of what will make it successful commercially and creatively. Stakeholders can include the operator, the investors, or the intellectual property, meaning that many needs must be met in order for a project to be considered successful across all parties. Dawn says that Katapult acts as the glue between all of the stakeholders to ensure that each party’s needs are met equally.
Creating emotions “Part of the design thinking is what the feeling and emotion is that you want people to get.” Part of Katapult’s guest experience audit when entering into a new project is referred to as emotional journey mapping, which is a less quantifiable form of measuring the guest experience when compared to other metrics that audit objective or binary factors. Emotion, however, is often brought up in initial brainstorming sessions and drives much of the creative process. Emotional journey mapping takes into consideration the various emotions we want our guests to feel at various times. While many assume that we always want our guests to be happy, there are many other emotions to consider - such as being comfortable, secure, scared, quiet, tranquil, and joyful. All of these emotions play a large role in the design process that can then be felt in the final product.
To learn more about Katapult, visit their website, and to reach out to Dawn directly, you can connect with her on LinkedIn. To connect with AttractionPros: attractionpros@gmail.com
This podcast wouldn't be possible without the incredible work of our amazing team:
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| 05 Mar 2024 | Episode 339: Matt and Josh talk about premium experiences | 00:36:27 | |
This episode started with a question about what we as an industry might be lacking compared to other industries. It just so happens that Josh and Matt were talking about premium experiences just before recording, so that happened to be on our minds. In this episode, we talk about possible enhancements attractions can make to premiumize both the guest and employee experience. At its core, a premium experience is based on three things: exclusivity, efficiency and personalization. With that in mind, we brainstormed a few ways to include those in our offerings to guests and employees. For example, what if guests who opted for a premium experience not only had a special parking pass, but a separate lane to bypass all other traffic? Or better (or even more premium) yet, what if a van or limo arrived to pick the guests up and bring them to the park? Would THAT feel like a premium start to the day? We also talked about this for employees, and discussed that what employees really crave is to be heard, valued and know that they have a future. From our experience, there are a lot of employees that would consider these foundations of the employee experience to be premium - IF done on a consistent basis. The real challenge for many attractions is looking at the business differently. Taking a strategic look at every phase of the guest or employee journey to determine if there is more that could be done - and the answer is YES! There is no plateau to hospitality or service that we extend to the people we care about. If you have initiatives that add premium touches to the guest or employee experience, we’d love to hear about them and possibly feature them on a future follow-up episode of the podcast. You can email us at attractionpros@gmail.com, or find us any of the socials.
To connect with AttractionPros: | |||
| 15 Oct 2024 | Episode 371 - AttractionPros LIVE at IATP 2024 | 00:40:04 | |
Tap into innovation at IAAPA Expo, the biggest industry event of the year. Join us and other AttractionsPros in Orlando, FL, Nov. 18-22 to engage with the global community. Learn from the experts, leave with new ideas, and turn your passion for the industry into new possibilities. Register now to save up to 30%.
Looking for daily inspiration? Get a quote from the top leaders in the industry in your inbox every morning.
AttractionPros LIVE! is back at IATP! In September 2024, Matt and Josh held a session at the International Association of Adventure and Trampoline Parks’s annual conference in Hollywood, FL. Participants were asked to anonymously share their biggest challenges in their business, and by selecting topics at random, were then invited to share solutions. From staffing to marketing and guest engagement, this wide-ranging conversation led to significant outcomes. In this episode, Matt and Josh tap into the collective wisdom in the room, where the challenges facing trampoline and adventure parks are transferable to every area of the attractions industry.
Innovative Marketing and Guest Engagement
“You're going to buy new socks all the time anyways... so change your colors every so often, reinvent your sock, and when you do that, send a blast email to everybody and say, 'Hey, do you know we have new socks?'”
The attendees in the session discuss creative ways to refresh attractions without significant costs, such as changing product offerings (like reinventing sock designs) and promoting them to attract repeat visits. They also mention using email blasts to engage customers and using social media to amplify brand awareness.
Collaboration with Communities
"We partner with our PTA in all of our local districts. We offer up our party rooms as spots for them to hold their PTA meetings... It makes us the hangout spot after the Friday night football game."
Participants share success stories on how partnerships with local schools, sports teams, and organizations help generate more traffic, such as offering spirit nights and collaborative fundraisers. Some operators highlight the benefits of inviting schools to use their facilities for PTA meetings or hosting ongoing fundraising events.
Staff Training and Productivity
"We train the staff to always prepare like you are working for 50 or 60 parties... We want to make sure that even in those slower months, we are working like we are packed out."
The conversation dives into challenges of transitioning staff between high and low seasons, with suggestions to keep teams always prepared for peak activity. One operator emphasizes the need for consistent productivity, while another notes the importance of personalizing guest experiences based on the pace of business.
Hiring and Leadership Development
"I always make sure to ask for very specific examples... People like to say, 'I'm good at this,' but until you get them to share those examples, you don’t know if they're really speaking the truth."
The group discusses how to identify leaders during interviews, using group interviews and role-playing as techniques to assess candidates. Emphasis is placed on observing how potential hires interact with both staff and customers outside the formal interview environment.
Safety and Operations "It's not only the equipment, it's the staff too... If your staff aren't controlling how many jumpers are in that airbag, your airbag is not going to work the way it's supposed to." Participants stress the importance of maintaining safe equipment and fostering a culture of safety. Regular inspections, staff training on equipment, and creating a safety-first mindset were highlighted as essential to minimizing risks and enhancing guest experience.
We’d like to thank IATP for inviting us to speak and lead this energetic and enlightening session. To learn more about IATP, visit www.indooradventureparks.org.
This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:
To connect with AttractionPros: | |||
| 19 Dec 2023 | Episode 328 - Reggie Williams talks about being thrust into leadership, parallels between sports and business and listening to the pain | 00:55:51 | |
Keep connecting with IAAPA in 2024! Join your colleagues and peers at the IAAPA FEC Summit from January 21st to the 23rd in San Antonio, Texas. Or, plan to celebrate the industry’s most significant achievements at the new IAAPA Honors event held in conjunction with the IAAPA North America Summit, March 3rd to the 5th in Las Vegas. We can’t wait to see you there! Visit IAAPA.org for more information.
Reggie Williams is a lifelong athlete and community leader who spent 14 years in the NFL with the Cincinnati Bengals before being hired as Director of Sports Development for Disney on April 19, 1993. In the mid-1990s, he oversaw the creation of Disney’s Wide World of Sports Complex, a state-of-the-art 220-acre multi-sport facility that hosts more than 180 athletic events annually in some 30 sports. By 1998, he had become Vice President of Disney Sports Attractions, where he oversaw a newly created sports and recreation division that merged Walt Disney World Resort Recreation, Water Parks, and Disney Sports Attractions. In this interview, Reggie talks about being thrust into leadership, parallels between sports and business and listening to the pain.
Being thrust into leadership "In leadership, everyone is watching you." Reggie tells the story about how in college he was put in the position of leading calisthenics for the football team. He didn’t know much about leadership at that point, but was about to learn on the fly. The first lesson is that everyone is watching you. That’s as true on the football field as it is in the community or a board room. Remembering that helps leaders hold themselves accountable, positively influence those around them and make a lasting impression they can be proud of.
Parallels between sports and business "The similarity between teams in sports and business is how you get better." To win games, teams in sports will study their opponent, the conditions, the players, the strategies and schemes to prepare mentally for doing battle on any given day. They will also prepare physically by working out, running plays, and doing drills so they are ready for any situation. Winning in business is a little harder to measure, but the process for business teams involves understanding the competitive landscape, adjusting your product or offering and working together to be innovative. In both of these cases, it is the process of being a team that helps individuals improve.
Listening to the pain "Listening is a skillset." The ability to listen is one of the most critical skills of any athlete, leader, community member or human being! Listening validates people and builds relational bridges that are required to accomplish great things for your sports team, community or business. To solve meaningful problems, leaders must listen for the pain that others are experiencing. This way you can work toward meaningful solutions that help everybody, even members of rivals city gangs.
To connect with Reggie, you can find him on Facebook. Reggie’s book, Resilient by Nature: Reflections from a Life of Winning On and Off the Football Field is available on Amazon.
This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:
To connect with AttractionPros: | |||
| 17 Jan 2023 | Episode 280 - Arthur Levine talks about theme park journalism, turning your passion into a career and blending nostalgia with technology | 00:52:04 | |
Arthur Levine is a Theme Park Journalist at AboutThemeParks.fun, and has been covering the amusement industry for more than 30 years. Arthur has regularly contributed to USA Today, About.com, FunWorld, and several other publications where he covers all aspects of theme and amusement parks. His unique career has taken him all over the world, where he was able to attend the grand opening of Shanghai Disneyland, the 25th anniversary of Walt Disney World, and be among the first riders on Iron Gwazi at Busch Gardens Tampa and Mako at SeaWorld Orlando. In this interview, Arthur talks about theme park journalism, turning your passion into your career, and blending nostalgia with technology.
Theme park journalism
"I have a responsibility to the parks and to the readers, and I take that very seriously."
The landscape of journalism has changed drastically over the past few decades, and the attractions industry has had to adapt in the way that stories are shared. While many of the core fundamentals of reporting remain the same, the ability for readers to respond and engage in dialogue has created challenges in today’s landscape of social media - including clickbait, gratuitous negativity, and controversy for the sake of controversy.
In response to this, Arthur has launched his own Substack, AboutThemeParks.fun, that allows him to offer a subscription service that avoids many of the challenges listed above. Both free and paid subscriptions are available, with bonus content made available to paid subscribers.
Turning your passion into your career
“If you can enjoy the work that you’re doing, that’s a great blessing.”
Arthur has been passionate about amusement parks for as long as he can remember. As early as two years old, Arthur visited Revere Beach in Massachusetts with his mother and grandmother, and while everyone sat on the beach and looked at the ocean, Arthur faced the other way, enamored by the rides in operation at the park.
Since then, Arthur has covered the theme park industry extensively. While there are many perks to his career, many people overlook the amount of hard work that go into producing quality content and meeting deadlines.
Blending nostalgia with technology
"There's a deep sense of nostalgia, but there's also a great sense of wonder to experience something new."
One of the reasons people visit amusement parks is to relive memories from their childhood and to share these experiences with their families as they create new traditions. This creates an opportunity for parks - whether they are trolley parks that opened in 1800s or Disney theme parks - to preserve their heritage for years to come. It also creates a challenge, considering much of today’s consumer demands greater use of technology.
However, much of the industry was founded on the premise of showcasing new technologies that allowed them to wow and awe their guests. Therefore, when parks embrace new technology, it allows them to maintain their roots of providing cutting edge entertainment to guests.
To subscribe to Arthur’s substack, visit AboutThemeParks.fun. You can also follow Arthur on Twitter and Facebook.
To connect with AttractionPros, email us at attractionpros@gmail.com. | |||
| 23 Jul 2024 | Episode 359 - Lessons from CNC24 | 00:49:30 | |
It’s time to talk about CNC2024! Every year, Matt and his friends visit multiple theme and amusement parks throughout the country, leading to lasting memories and lessons related to business operations, leadership, and guest experience. In this episode, Matt and Josh delve into a wide array of insights gleaned from Matt’s recent experiences at various theme parks and attractions. From operational challenges to guest-centric strategies, they explore themes ranging from the impact of effective systems on employee performance to the nuances of guest behavior and the evolving definition of immersion in theme park experiences. There's always more to the storyMatt and Josh emphasize the complexity behind operational decisions, corporate mergers, and guest interactions within theme parks. They discuss how behind every situation lies a deeper narrative, and stress the importance of considering the broader context when analyzing guest experiences and operational challenges. The spieling ride op is backReflecting on the pivotal role of enthusiastic ride operators, Matt shares how their engaging interactions can significantly enhance guest experiences. They highlight the importance of passionate employees in shaping positive guest perceptions and memorable moments. While an automated spiel creates consistency and efficiency, the personalized approach allows for increased guest engagement, an enhanced experience, and for messages of safety and loading procedures to be adhered to more effectively than an automated message. Your systems need to support your peopleObservations about audio quality sparked a discussion on the critical role of operational systems in supporting employees. Matt and Josh stress that efficient and user-friendly systems are essential for staff to deliver exceptional service. They draw from personal experiences where technical failures hindered operational effectiveness and guest satisfaction. Whether it’s a microphone and PA system, point of sale software, or ticket scanners, ensuring that these systems can be easily used by employees impacts the employee and guest experience alike. How guest behavior impacts operationsExploring the dynamic relationship between guest behavior and park operations, Matt and Josh discuss examples where guest preferences influence operational decisions. They highlight how parks adapt to meet guest expectations, such as extending ride hours for popular attractions like The Beast at Kings Island. Even 45 years later, The Beast is still regarded as an iconic attraction and maintains a strong fandom specifically around night rides. As a result, the park extends operating hours only for The Beast, even after the rest of the park has closed, to align the park’s operations around a guest-centric mentality. The real definition of immersionMatt and Josh challenge conventional views of immersion, expanding the concept beyond technology-driven experiences. They explore how both high-tech innovations and low-tech interactions can create immersive guest experiences by fostering genuine engagement and memorable moments. They conclude that the definition of an immersive experience is when guests are fully present and free of distractions, whether they are standing on a ride platform after putting their phones in a locker or wearing a VR headset. While immersive is often aligned with state-of-the-art technology, the concept can and should be expanded into other applications that allow guests to be fully present.
To connect with AttractionPros: | |||
| 28 Mar 2023 | Episode 290: Gina Claassen talks about knowing your appetite for risk, lifelong learning, and balancing tension | 00:53:20 | |
Gina Claassen is the Vice President of Safety at Herschend Enterprises, a family-owned entertainment company focused on bringing safe family fun to people from all over the world. Growing up on a farm, Gina found her passion for attractions in college, when she got a summer job at Silver Dollar City. After gaining more knowledge about the industry, she volunteered as a show ambassador at the IAAPA convention in Orlando, which ultimately led to her joining Herschend Enterprises full time. Throughout her career, Gina has progressed from an attractions supervisor to her current role as Vice President of Safety. She also contributes to the industry by educating at events such as AIMS and IAAPA to help improve industry safety practices and standards. In this interview, Gina talks about knowing your appetite for risk, lifelong learning, and balancing tension.
Knowing Your Appetite for Risk
"If we don't accept any risk, no one would open."
Gina emphasizes that risk is an inherent part of life and must be managed, particularly in an industry where safety is paramount. She recognizes that every second of operation comes with a potential risk, but by creating a robust safety culture and implementing comprehensive training programs, frontline team members can effectively mitigate these risks. By prioritizing safety in all aspects of the business, the chances of accidents or incidents can be significantly reduced, ultimately leading to a safer and more enjoyable experience for guests.
Gina has developed a three-step plan for managing "Risk Appetite," which involves identifying the risks, evaluating the current practices in place, and determining whether they are effective or require changes. To delve deeper into these subjects, it's essential to work collaboratively as a team. These concepts are applicable at every stage of the process, from design and construction to operation. By implementing this approach, the team can continually assess and improve safety practices, ensuring that all potential risks are identified and managed effectively so that Herschend can continue to provide safe, wholesome family fun.
Lifelong Learning
"We're all lifelong learners."
Herschend's GROW U program provides a tremendous benefit to its employees, offering 100% free tuition to more than 11,000 individuals. Gina identifies the driving forces behind this initiative as the company's belief that everyone wants to learn, and their commitment to personal and professional growth.
As an educator herself, Gina recognizes the importance of learning, so she can regularly be found teaching at events such as AIMS and IAAPA. Through her involvement in educating others about safety in the industry, Gina continues to learn and grow as a professional. While she deeply values the opportunity to learn, she has also grown accustomed to being a voice for safety within the industry.
Balancing Tension
"We have to balance the tension to get the results we want."
To be a leader in safety, Gina says the greatest attribute is loving the challenge. When it comes to balancing tension and making tough choices, Gina claims that one of the most important aspects is being in a room full of different viewpoints. By building a team that shares these unique ideas, the tension of the decisions can be balanced in new and unique ways.
Another big aspect of balancing tension is remembering the big picture. By remembering that the end goal is to provide wholesome family fun, the conversation moves from a tense environment to a more fun, open minded conversation. By implementing these tactics and properly balancing the tension, the results are more than favorable.
To connect with Gina, you can find her on LinkedIn. To learn more about Herschend Enterprises, visit their website here.
This episode is kindly sponsored by Attractions.io, the guest experience platform behind Merlin Entertainments’, San Diego Zoo’s, and the PGA Championship’s branded mobile apps. Like us, the team at Attractions.io are on a mission to elevate our guest experiences and ensure they exceed the expectations of today’s digitally native guests. By combining a branded mobile app with an operator console that consolidates behavioral data from every touchpoint in the guest journey, the Attractions.io platform empowers operators with the tools they need to increase guest satisfaction, spending, and loyalty. To learn more about how Attractions.io can help you connect your end-to-end guest experience, visit Attractions.io/howitworks.
This podcast wouldn't be possible without the incredible work of our amazing team:
To connect with AttractionPros: attractionpros@gmail.com | |||
| 10 Jan 2023 | Episode 279: 2023 Resolutionary Episode | 00:57:01 | |
As we head into 2023, AttractionPros is proud to present the sixth annual “resolutionary” episode, which sets the stage for the year to come. In order to look forward, we look back on several guests interviewed in the past year and highlight many of the insights shared on the podcast by some of the industry’s top leaders. As you set your goals for the year ahead, you may find yourself looking for the best ways to achieve results, and this guidance may be found in past interviews of this podcast. In this episode, Matt and Josh look to the advice from previous podcast guests as they share their goals for 2023.
Staying on the edge Matt shared that he will strive toward continual and incremental improvement in 2023. To achieve this, Matt referenced episode 240 where John Penney talked about the importance of staying on the edge. Always looking at the latest practices for how results are achieved can help you make regular improvements that may otherwise have stayed flat. Complacency leads to stagnation, and ultimately leads to decline; therefore, staying on the edge is critical to growth.
Everything is figure-out-able and learning from failure In 2022, Josh set out to learn to play piano, but felt that he hit a wall with his proficiency. Looking to episode 252, Brad Collins taught us that everything is figure-out-able, which has motivated Josh to keep going and strive for improvement. Part of progress, however, is failure, whether it is learning to play an instrument or running a business. In episode 227, Craig Buster talked about the value of learning from failure that eventually leads to success.
Advocating for the next generation Matt seeks to increase his involvement with supporting professionals who are new to the industry, including young professionals and those early in their careers. Similarly, Andrea Wiles spoke about advocating for children in episode 236, where shared the long-lasting impact that it has. By advocating for the next generation of attractions industry professionals, Matt seeks to make an impact long after his time in the industry is up.
Thinking outside the lines and embracing crazy ideas In episode 70, Josh shared that his “big hairy audacious goal” (BHAG) was to write a book on guest experience. Fast forward to today, and the book is expected to be published in 2023! In order to achieve a successful book launch, Josh wants to channel his creative side, even if it may be non-traditional. To do this, Josh referenced episode 234 and episode 264, where Winston Fisher talked about thinking outside the lines and Sarah Clarke talked about thinking outside the box, respectively. Additionally, Dr. Peter Ricci shared an amazing success story that was a result of embracing crazy ideas in episode 256.
Bringing up uncomfortable subjects Matt talked about how during one-on-one coaching sessions, oftentimes leaders may open up and share vulnerable feelings that they may not feel comfortable sharing in more public settings. By doing so, they often lead to breakthroughs and are the catalyst for long-term improvement. By looking to what Dr. Tonya Matthews shared in episode 237 about bringing up uncomfortable subjects, Matt wants to take this mindset and ensure that he can implement it most effectively, which, from a business standpoint, is much less scalable than large workshops and other one-to-many sessions. In order to do this, Matt also looks to Winston Fisher’s guidance on thinking outside the lines from episode 234.
Embracing family and saying yes to opportunity Josh had a disruption to his plans for 2023, and as he and his family cope with changes, he is inspired by the messages that Brian Knoebel shared in episode 244 and Chuck Wray in episode 266 on putting family first. Additionally, Djuan Rivers shared the benefits of saying yes to opportunities in episode 260. This can include travel, engagement with the industry, and other opportunities that otherwise would not have been possible.
If you have been inspired by our guests to achieve your goals, we would love to hear about it. Please connect with us via Facebook, Linkedin, Twitter, Instagram, or send us an email.
We wish you a happy, healthy, and successful year ahead, and we look forward to bringing you many more amazing guests in 2023! | |||
| 26 Mar 2024 | Episode 342: Jon Pausley talks about generational loyalty, leading with positivity and familiar but better | 00:47:36 | |
Jon Pausley is the CEO of Arnolds Park Amusement Park, a gem of a location found in the Northwest corner of Iowa. In addition to the amusement park, the property also contains a shopping and dining district, a scenic boat tour on Lake Okoboji, a beach, 3 museums and indoor and outdoor concert venues. Jon’s attraction industry story dates back to growing up in Ohio where his family had season passes to Kings Island. He credits those early experiences with defining his love for the business and even said as a young student that he thought it would be fun to run an amusement park. Now with a Masters in Leadership, Jon applies a wealth of knowledge to his role of leading Arnolds Park into the future. In this interview, Jon discusses generational loyalty, leading with positivity, and familiar but better. Generational Loyalty"The attractions industry is a people business." There aren’t many 100+ year-old amusement parks left in existence in the United States. Arnolds Park is one of them, which means they have been entertaining visitors for many, many generations. By large accounts, the people who come to the park do so because their parents, grandparents, or great-grandparents started the tradition. Jon emphasizes that it’s the people, and all of their experiences, that draw his attention regarding the past, present, and future of the business. In order to understand what the business needs to survive and to inspire many more generations of families flocking to Arnolds Park, you have to understand people, what makes them tick, and how they think. Leading with positivity"If your employees are valued, seen, and heard, they'll pass that along to the guest." Jon has taken a collaborative approach to leading the teams at Arnolds Park. He recognizes that he doesn’t have all of the answers, and he must surround himself with leaders who can make up for his shortcomings. For example, Jon states he is a big-picture, futuristic thinker, so he must surround himself with managers who can thrive in the day-to-day. Jon shared that he and the team came up with a “Team Affirmation” which is a statement of intent regarding how they want to do business. It's recited by everyone at each team meeting, which keeps the ideas top-of-mind. As they go through their day, individual leaders can assess their own behavior to determine if they are upholding the affirmation or not. Familiar but different"Nostalgia is a powerful thing." Along with generational loyalty, you also get people who recognize when things change but may not always be happy about it. The phrase, “This isn’t what it was like when I was a kid” is actually something Jon loves to hear - because if he’s doing his job, then it SHOULDN’T be like it was 20 or 30 years ago. At the same time, Jon is not looking to reinvent the experience such that people don’t associate it with the memories of their past. That’s where the mantra “familiar but better” comes from as it reflects the idea that we will preserve the feeling that your memories invoke, but will constantly work to make the actual experience even better.
To learn more about Arnolds Park, visit them on their website and also Facebook and Instagram. To find out about the music happening at Arnolds Park, check out roofgardenballroom.com. Jon can also be found on LinkedIn.
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| 21 Feb 2023 | Episode 285: Brandon Thom talks about making genuine connections, enabling leaders, and following your unique path | 00:51:18 | |
Brandon Thom, an experienced theme park executive, discovered his passion for the attractions industry after working in banking for an oil and gas lender. By having an insatiable fascination for amusement parks since his childhood, Brandon realized that his heart was set on working in the industry. Brandon's journey in the attractions industry began when he served as a Show Ambassador for the 2013 IAAPA convention. After the event, Brandon landed an internship at Busch Gardens Williamsburg and quickly transitioned to a full-time role on the team. Since then, Brandon has held various leadership positions at Universal Orlando Resort, Merlin Entertainments, and most recently, he served as the Vice President of Adventure Island for Sea World Parks & Entertainment. In this interview, Brandon talks about making genuine connections, enabling leaders, and following your unique path.
Making Genuine Connections
"The connections have to be authentic and genuine, otherwise the person will see right through it."
As a young professional, Brandon understood the importance of networking for success in the industry. However, he also knows that many people make mistakes while networking, such as relying too much on a single contact or being insincere in their approach. To achieve real success in networking, Brandon emphasizes the importance of building friendships, rather than just connections.
Brandon's advice is simple: when networking, don't get caught up in someone's job title or position. Instead, focus on finding common ground and building a connection based on shared interests beyond just professional goals/aspirations. This will help you avoid a boring, insincere conversation and develop a stronger bond with your contact. After all, networking should be enjoyable.
Enabling Leaders
"Our industry is fortunate to have a lot of engaged leaders."
Enabling leaders is crucial to the success of any operation. By giving leaders the confidence they need, you can build a strong team that can withstand challenges and create an excellent guest experience.
However, Brandon stresses the importance of understanding the difference between enabling and empowering leaders. Enabling team members may give them some minor responsibilities, but it doesn't necessarily grant them freedom to run a section of the operation and truly learn. This approach could limit them to following orders rather than truly developing as leaders. In contrast, empowering team members gives them significant responsibilities and the opportunity to learn from their mistakes. When a leader makes a mistake, they should be eager to improve. Fortunately, the attractions industry has many engaged leaders who are committed to making things right. To discourage mistakes, we should demonstrate what they missed out on by not getting it right, rather than merely reprimanding them for their errors.
Following Your Unique Path
"Your story is different than everybody else's."
Brandon didn't kickstart his career until he was in graduate school, after watching many of his friends land stable careers. The greatest lesson Brandon shares is to follow your own path and avoid comparing yourself to others. It's okay to start later than your peers. As with many other aspects of the industry, have fun and enjoy the experience.
Brandon encourages people seeking to start a career in attractions to avoid putting unnecessary pressure on themselves by constantly planning for the future. Instead, focus on doing what makes you happy by taking it one step at a time. When speaking with other young professionals, Brandon enjoys sharing his story and often encourages his audience to avoid common stressors that can make their industry experiences overwhelming.
To connect with Brandon, you can find him on LinkedIn.
This episode is kindly sponsored by Attractions.io, the guest experience platform behind Merlin Entertainments’, San Diego Zoo’s, and the PGA Championship’s branded mobile apps. Like us, the team at Attractions.io are on a mission to elevate our guest experiences and ensure they exceed the expectations of today’s digitally native guests. By combining a branded mobile app with an operator console that consolidates behavioral data from every touchpoint in the guest journey, the Attractions.io platform empowers operators with the tools they need to increase guest satisfaction, spending, and loyalty. To learn more about how Attractions.io can help you connect your end-to-end guest experience, visit Attractions.io/howitworks.
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To connect with AttractionPros: attractionpros@gmail.com | |||
| 21 Nov 2023 | Episode 324: Valerie Cockerell talks about being an expat, how to manage like a mother, and bridging the gender gap | 00:48:43 | |
Valerie Cockerell is a Leadership Coach and celebrated author, best known for her new book, Manage Like A Mother. Valerie found her passion for working with people when she moved to London at 16. Exposed to diverse cultures, she developed a profound love for learning about people and their behaviors. Following this, she moved to Florida, where she worked at Walt Disney World before becoming a part of the opening team for Disneyland Paris. Today, Valerie leverages her distinctive experiences and insights as a leadership consultant, assisting leaders in their growth journey and fostering the development of their teams. In this episode, Valerie talks about being an expat, how to manage like a mother, and bridging the gender gap.
Being an Expat "You have to be an expat once in your life." After relocating to London at 16, Valerie realized the value of being an expat. Valerie emphasizes that on some level, we’re the same, but people need to learn to appreciate cultural differences, as it teaches us priceless lessons about learning to work with different people and different personalities. Valerie shares that when you become an expat, you develop a critical eye and begin to notice things that most people typically can’t see. By developing this critical eye, you can begin to see why people have the behaviors they do and why every person has a different approach to work and to leadership.
How to Manage Like a Mother "A mom gives feedback every day. She doesn't wait until the performance evaluation at the end of the year." Valerie knows that being a leader is overwhelming, and she wrote her book Manage Like A Mother to help. After all, looking at leadership through the perspective of a mother answers a lot of tough questions. The skills that are required to be a mother are very similar to the skills required to be a leader. Having that long-term vision for your team and nurturing growth can take the work environment to the next level. Valerie says that similar to the investment you would have with a child, you should have a similar investment in your team. Taking an individual from a ‘young age’ and giving daily feedback and sharing your vision for them can make a distinctive difference in their growth as an employee, while also helping them spread their wings. Additionally, every child is different, and knowing that you can’t repeat the same behavior with everyone is key to being a good leader.
Bridging the Gender Gap “The emotional intelligence that women bring to the workforce really makes a difference.” Most leaders in the world are men, and if you ask them who the most influential figure in their life is, most of them would say that it was their mother. Valerie says that it’s important to bring this into the workplace as well, because women are also incredibly strong and passionate leaders that can make a difference. Additionally, Valerie shares that workplaces shouldn’t view maternity as time away from work, but rather a time where women can gain skills. Caring for a child can teach many important lessons, and these lessons translate very well into the workplace from a leadership perspective.
To connect with Valerie, you can find her on LinkedIn. To learn more about Cockrell Consulting, click here. Valerie’s new book, Manage Like A Mother, is available at all bookstores and Amazon.
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| 19 Sep 2023 | Episode 315: John O’Driscoll talks about growing the team, experiencing Irish history, and future-minded preservation | 00:53:22 | |
Calling all thrill makers, fun creators, and AttractionPros! Get ready for the ride of a lifetime at IAAPA Expo 2023 - the global attractions industry’s premier event. Join us in Orlando, November 13-17, for a week of learning, networking, and exploring trends and new technologies. Discover innovative solutions for growth that will supercharge your business and enhance your career. Register by November 10th at iaapa.org/iaapaexpo and save up to 30% and get an additional $10 off with code apros.
John O’Driscoll is the General Manager of Strokestown Park and The National Famine Museum in Ireland. The museum and property allow visitors to experience Irish history and learn about one of the most difficult time periods for the Irish people. John considers himself a steward of the property and hopes that many generations to come will be able to walk the grounds and form an appreciation for what the past has to teach us. In this engaging conversation, we talk about growing the team, experiencing Irish history, and future-minded preservation.
Growing the team "I may be General Manager, but I'm just part of the team." John started his career as a landscaper, and still carries with him the attitude to grow, cultivate, and nurture his team. Having come up through the ranks, John understands what it takes to be successful at each level of the organization and doesn’t shy away from “getting his hands dirty” to ensure the job is done right. John is also quick to point out that even though he holds the title of General Manager, he is just one member of the team. That attitude, that you can’t do it alone, seems to permeate every aspect of John’s leadership philosophy, from listening to employees to ensuring they have the right tools and environment to grow.
Experiencing Irish History "We want people to use history to take note with what is happening today." The Great Irish Famine is also referred to as the potato famine, as potatoes were the main source of food for many people living in Ireland in the mid to late 1800’s. While we can’t imagine counting on one crop or food source in 2023, the lessons learned about diversity and the way different economic classes of people fared through a national tragedy are very valid today. It’s one thing to read about such an event, it’s quite another to bring it to life through stories, murals, artwork, and exhibits. The Famine Museum does just that, giving visitors a real sense of the struggle and pain the Irish people went through. Some may say it's a somewhat sad or depressing subject matter for an “attraction,” but telling the real stories in an engaging way is what will stick with people long after their visit.
Future-minded preservation "We have to be a little bit commercial, because every penny that comes in goes back in." It would be wonderful if the property could run solely on donations and grants, but that’s just not the reality. Strokestown Park and the National Famine Museum also relies on visitors paying admission and buying food and souvenirs to help pay salaries and for the upkeep of the property. In that vein, John talks about the fact that their mindset has to be focused at least somewhat on sales and incoming revenue. The property recently went through a major renovation, but that doesn’t mean everything was modernized. Many of the fixtures and features in Strokestown House are shown as they would have been seen and used in the late 1800’s. This sort of preservation allows the team to tell a genuine story and immerse their guests in the true feeling of the day.
To learn more about Strokestown Park and the National Famine Museum, visit https://strokestownpark.ie/ or email info@strokestownpark.ie. They can also be found on Facebook, Twitter and Instagram. To learn more about the walking/biking trail between Strokestown and Dublin, visit https://nationalfamineway.ie/.
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| 29 Aug 2023 | Episode 312: Mandy Sijbrandij talks about running it like you own it, the observation wheel experience and managing grief | 00:51:55 | |
Mandy Sijbrandij is the Owner of Global Leisure Management (GLM), a third-party management company for attractions. GLM oversees the full operation of the business, including hiring employees, managing them, putting policies in place, and running the day-to-day operations, maintenance, marketing, along with accounting services. This allows the owner to turn over the daily operations to a trusted operator. Most notably, GLM operates SkyWheel Attractions, which can be found in Panama City Beach, FL, and Myrtle Beach, SC. During GLM’s early days, however, Mandy lost her husband, and she opens up with her personal story of loss and grief, while still moving forward to launch the business. In this interview, Mandy talks about running it like you own it, the observation wheel experience, and managing grief.
Running it like you own it “If I’m in a position to fix something or make something better - and every employee is - then I want to do that, and I want everybody on the team to have that same mindset.” When someone owns a business like an attraction, they have both a financial investment in the property and an emotional investment, which requires an operator that will treat the property the same as the owner would. Mandy shares that this requires frequent communication between GLM and the operator, setting proper terms of the agreement, and then running it as if they own it themselves. The mindset of running it like you own it extends beyond the management company; it is also how leaders show up to work every day when they talk the talk and walk the walk, as well as with frontline employees. Mandy stresses the importance of sharing the successes of the business with the team so they can see how they can own their own jobs within the influence that they have.
The observation wheel experience "You can use the wheel as the biggest and best billboard." An observation wheel is a Ferris wheel, but a Ferris wheel is not an observation wheel. An observation wheel is a modern take on the carnival-style Ferris wheel, though the cabins are often larger and can house more guests, there is usually heating and air conditioning, and perks and amenities that a Ferris wheel does not offer. Not only are they often built in scenic locations that offer guests a spectacular view, but they are also beautiful pieces of architecture that complement any skyline. Observation wheels can be marketed as an enhanced experience compared to a traditional Ferris wheel often because they are taller, offering sweeping views of the area around them, and can make any location more iconic by intriguing nearby visitors. It’s also an experience that can be done with a group or a family that might not ride a roller coaster together, yet on an observation wheel there are nearly no limitations to riding.
Managing grief "We're never really talking about grief, and we need to." In late 2022, while Mandy and her husband Eward were in the beginning stages of forming GLM, Mandy suffered a tremendous personal loss when Eward suddenly passed away. Mandy expressed that her previous employer, Koch Development, always treated her like family and instinctively pushed back the transition of SkyWheel’s management to the newly created company. This allowed her to focus on her family and not on work or the logistics of GLM’s launch, which was pushed until mid-February. This event has led Mandy to reflect on how employers manage grief within their own employees and even their guests. What does your bereavement policy look like? Does it show empathy toward the employee’s situation, or is it focused on the needs of the business? How flexible are your cancellation policies if a guest has a death in the family? Do you train employees on how to treat guests going through difficult life situations? You may never know what someone is going through at any time.
To learn more about Global Leisure Management, visit www.glmattractions.com. To reach out to Mandy directly, connect with her on LinkedIn.
By the way, if you visit Paradise Pier in Biloxi, you can meet Eward the Dutch Duck, inspired by Mandy’s husband.
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| 23 Jan 2024 | Episode 333: Dominic Wray talks about micro-businesses, breaking down silos and leaving the island. | 00:52:25 | |
Dominic Wray is Parks Director for Vectis Ventures and he oversees all aspects of the operation for Blackgang Chine on the Isle Wight. Blackgang is the oldest theme park in the UK, opening in 1843. Dominic began his career in the property market as an estate agent, then transitioned to banking with a position at Lloyds Bank where he split his time between personal banking and commercial banking clients. It was one of those commercial clients, Paula (who happened to be the HR Director at Blackgang Chine) who told Dominic about this wonderful, fun and fanciful place she worked at and that really appealed to Dom. When the Park Manager role was posted, Dom applied for and got it, and thus began his career of selling fun instead of financial products. In this episode, Dom talks about micro businesses, breaking down silos and leaving the island.
Micro businesses
"You've got lots of micro businesses within it. It's not just one business."
Dom recalls that one of the biggest learning curves he encountered when entering into the attractions business was how the park was actually a collection of micro businesses under the umbrella of the larger business.
Food and beverage, Marketing, Guest Experience, Safety and Retail can all be stand-alone businesses in their own right, but in the theme park industry, they must all work together to achieve the overall goals. And as park manager and now Parks Director, it’s critical he has a working understanding of all of those functions, as well as seasoned leaders who can help advise and direct as needed.
Breaking down silos
"It's healthy to challenge each other in a respectful manner."
In the early days at the park, Dom admits being a little naïve about just how separate the various departments were, and how that impacted productivity, morale, and the guest experience. Dom now attempts to structure his day so that he can give the appropriate attention to each area of the operation, knowing that emergencies can pop up at any time that will pull him away from his agenda.
Having a healthy balance of different viewpoints along with a sense of collaboration along the team helps create culture that doesn’t allow emotional walls or silos become a detractor for productivity. This leads to the team being able to effectively pull together when various events require involvement from many different departments across the property.
Leaving the island
"Both internal networking and external networking can be fantastic for development."
The Isle of Wight is a small island just south of mainland England. To access the island, you must take a boat, which does pose some challenges for residents and tourists alike. That also means that leaving the island can pose the same challenge or inconvenience, but Dom says it’s critical.
When Dom first entered the industry, he attended IAAPA Expo in Orlando and was able to gather some very practical knowledge and experience he could apply to his new role. Likewise, he also encourages his team to attend trainings, conferences, or to visit other attractions to make sure they are continuing to expand their knowledge and experience new ways of doing business.
To learn more about Blackgang Chine, visit the park’s website. To connect with Dominic directly, he can be reached at dominic.wray@vectisventures.co.uk or on LinkedIn.
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| 20 Dec 2022 | Episode 276: Dennis Speigel talks about feasibility & master planning, future trends, and that everyone wants to have fun. | 00:59:04 | |
Dennis Speigel is the Founder and Owner of International Theme Park Services, Inc., a company centered around theme park consulting with specialties in feasibility and master planning. Starting out as a ticket taker at Coney Island in Cincinnati, Dennis found his love for the amusement industry and found a major interest in the business side of entertainment. After graduating, Dennis was invited to join the Coney Island team and later Kings Island, now one of the most popular amusement destinations in America. Years later, Dennis took his master planning and business experience to create ITPS, pioneering the expansion of the attractions industry worldwide. In this interview, the IAAPA Hall of Fame inductee tells us about feasibility & master planning, future trends, and how everyone wants to have fun.
Feasibility & Master Planning
"The least fun we have is conducting a feasibility study, but it's the most important thing we do."
One of Dennis’s first major projects was the $60 million construction of Kings Dominion in Virginia. Since then, Dennis has dedicated his life to mastering the economics of theme parks. When studying a new proposal and trying to bring it to life, the same feasibility study process has been used since the building of Disneyland. It charts the course for the design and planning of any new development in the industry, which results in a 10 to 12 week process.
However, theme parks aren’t immune to the unpredictable market. With recessions and inflation, ITPS has also helped banks and theme park investors through whatever troubles they may be having. ITPS has sold over $800 million in theme parks and also helped many companies recover from an economic downturn. Whatever the challenge is, Dennis has worked through it before.
Future Trends
“We've continued to evolve and expand through technology, and through the people's love of our business."
Covid-19 changed the world, and technology still continues to grow at a shockingly fast rate. The direct effects of these recent events have resulted in per capita spending skyrocketing to levels we have never seen before. With ‘revenge traveling’ from the pandemic and touchless and cashless technology continuing to grow, consumers are being more monetarily engaged than ever before.
However, Dennis knows the real challenge is keeping the demand up. Although we may see opportunities while we sit at the master panel, we have to make the calls that keep our core values of the industry alive. The attractions industry is a mature business now, and managing the varying factors of the ever growing business is something we need to focus on.
Everyone Wants to Have Fun
"The one common denominator of people all over the world is that people want to have fun."
After traveling across the world hundreds of times, Dennis knows that the one universal language is fun. After wars have shredded through countries and people start to rebuild, one of the common things that every culture looks for is fun. It’s why the attractions industry was able to march across the world in the past decades, and why the market is consistently growing to this day.
New generations like Gen Z and Gen A are engaged in the industry, and Dennis stresses that we need to capitalize on that to keep our guests coming. Unlike other industries, we don’t put smoke in the air or pollute rivers, but instead we market memories. By capitalizing on the core values of our industry, we can keep growing for years to come simply because the market for fun will never disappear.
To contact Dennis, you can connect with him on LinkedIn. To learn more about ITPS, you can visit their website here.
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To connect with AttractionPros: attractionpros@gmail.com | |||
| 28 Nov 2023 | Episode 325: Greg Fuller talks about taking care of the team, the Anakeesta experience and getting out of your comfort zone | 00:55:05 | |
Greg Fuller is the General Manager of Anakeesta, a renowned mountaintop park in Gatlinburg, Tennessee. Greg started in the attractions industry at the age of 16, working in a warehouse at Six Flags. After completing his college education, Greg stayed with Six Flags, progressing through a diverse range of roles, like Park Services Director to eventually General Manager. After working with Six Flags for 32 years, Greg decided to take on a new challenge as the General Manager of Anakeesta, where he now brings spectacular experiences and views to guests of all ages. In this interview, Greg talks about taking care of the team, the Anakeesta experience, and getting out of your comfort zone.
Taking Care of the Team
"If you take care of your team, your team will take care of you."
Greg knows that there’s a big difference when it comes to being a good manager vs. being a good leader. According to Greg, exceptional leaders prioritize the well-being of their teams and cultivate an environment where employees are enthused about their work, ultimately generating game-changing results.
Greg also emphasizes the importance of soft skills. Throughout his career, Greg has taken leaps into roles where he doesn’t have much technical experience. Yet, by prioritizing the well-being of his team and building a positive culture, Greg discovered that his team was able to impart the technical skills he needed for success and growth.
The Anakeesta Experience
"We want people to walk away feeling they really experienced the Smoky Mountains."
Anakeesta is a very unique and special location in the Smoky Mountains. Unlike most parks, you can’t just park your car and walk in. Anakeesta requires special transportation up the mountains, and it isn’t until you finish the 18-minute journey that you can see the fantastic views from above.
Anakeesta is an outdoor adventure park, and is surrounded by nature. With incredible views and diverse entertainment offerings, including a brand new mountain coaster, guests will have no struggle finding something that will take their breath away. Greg also shares that the employee experience is incredible, and that it’s fascinating to watch the park change through the seasons, which is something they’ve been marketing to guests to create a truly year-round operation.
Getting Out of Your Comfort Zone
"Don't be afraid to network. Don't be afraid to get out of your comfort zone."
With 32 years of experience in many different roles, Greg knows all about getting out of the comfort zone. Greg shares that for people looking to build a career in the attractions industry, getting out of their comfort zone is the best way to break through that wall. The industry is all about relationship building, and Greg shares that going out and finding mentors was a very rewarding experience he had.
By building these relationships and showing your passion for the industry, doors will continue to open. Greg shares that if it weren’t for the people he met and built relationships with, he wouldn’t be where he is today. By putting yourself out there and fostering those important relationships, you’re carving your own path to be an even better attraction pro.
To connect with Greg, you can find him on LinkedIn or email him at gfuller@anakeesta.com. To learn more about Anakeesta, click here.
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| 13 Feb 2024 | Episode 336: Matt and Josh talk about getting past the honeymoon phase, using feedback to drive growth, and moving the goalpost | 00:53:21 | |
Recently, Universal Orlando shared additional details about Epic Universe, scheduled to open in 2025. The news of the upcoming park’s opening sparked a conversation about sustaining guest and employee experience initiatives on a continual basis. Grand openings are often accompanied by fanfare and confetti, but attractions are built for the long term, rather than the initial splash they make. In this episode, Matt and Josh talk about getting past the honeymoon phase, using feedback to drive growth, and moving the goalpost. Getting past the honeymoon phase"Every day should be a grand opening." There is substantial effort that it takes to open a large attraction such as a theme park. From construction to marketing and hiring, the majority of work activity is pointed toward the grand opening. Once the grand opening occurs, the initial novelty eventually wears off, and now the team needs to shift toward long-term operations. However, when guests visit for the first time - even years after opening, the attraction needs to preserve the grand opening feel. For employees, this includes the first-day feeling that they have on their first day of employment, whether it aligned with the grand opening or not. Sustaining the enthusiasm is critical, particularly as employees become accustomed to their work environment, which for them now feels normal, ordinary, and occasionally even redundant. How can you treat every day like the grand opening for both guests and employees? Using feedback to make improvements "Ask what can improve the experience, not *if* anything could improve it." You should always stay up-to-date on how you are delivering the experience compared to expectations, for both guests and employee experience. Using multiple streams of feedback, you can determine what friction points there are in the experience, coming from the guests or employees themselves. Then, using an operational lens and recognizing that the solution is not always the opposite of the problem, you can implement solutions very quickly that address the perception of the issue, and continue to measure the data to track improvements. This also requires leaders to look at their environments with a critical eye and not accept mediocrity. Saying “it’s fine” to minor issues is an indicator that a leader will overlook circumstances that will grow into larger problems in the future. Taking care of them immediately ensures a high standard of quality. Moving the goalpost "Use 'wow' moments to make sure the experience has no plateau." The guest and employee experience have no limit. The more you drive these forward, the more growth opportunities you have for guest loyalty, including repeat visitation and positive word of mouth, as well as employee loyalty, which includes retention and referrals. Even if you are ranked #1 on TripAdvisor, you can create a larger buffer between yourself and the attraction ranked #2. The concept of the peak-end rule indicates how we remember experiences. We are most likely to remember the beginning, end, and the peaks that occur throughout the experience. If we strategically orchestrate the peaks throughout their day, we can better ensure satisfaction, and we can continue to iterate new ideas for “wow” moments that can push the experience further.
Even if your attraction isn’t brand new, tomorrow is a brand new day. When you focus on the guest experience and the employee experience, the revenue follows. To connect with AttractionPros: | |||
| 31 Jan 2023 | Episode 282: Jakob Wahl talks about being curious, staying relevant, and the IAAPA member experience | 00:51:19 | |
Jakob Wahl is the President and CEO of the International Association of Amusement Parks and Attractions (IAAPA). Frequently visiting the hometown carnival he grew up with in Germany, Jakob fell in love with the attractions industry at a young age. Jakob’s first summer job was checking tickets at Phantasialand, and he quickly made a career out of it once he graduated. Jakob became a Programme Manager for IAAPA Europe and stayed there for four years until he joined Europa-Park’s management team, later becoming the executive manager for special projects. Jakob later came back to IAAPA as the Vice President of IAAPA Europe, later being promoted to COO, and as of January 1st, President and CEO of the organization. In his first interview as CEO of IAAPA, Jakob talks about being curious, staying relevant, and the IAAPA member experience.
Being Curious
"Be curious, and don't be afraid."
One of Jakob’s biggest sources of inspiration was Steve Jobs, one of the world’s greatest minds, primarily accredited to his curiosity. Jakob emphasizes that there is always something you can learn in any situation, even if you don’t believe it has relevance to what you do. Whether it’s something not to do or something you can do differently, when you’re curious, everything has more value.
Jakob applies these ideas to his team as well. By bringing in great minds that are better than you in certain practices, you can create a powerful team fueled by curiosity. By giving your employees freedom to disagree and encouraging them to act on their ideas, you can stretch your organization’s limits far beyond what you thought was possible by empowering the idea of curiosity.
Staying Relevant
“This association is more than 100 years old, and we have always adapted to service our members.”
One of the greatest challenges many organizations face today is the idea of staying relevant, whether its new expansions in the metaverse or different social media platforms, organizations have to adapt and find new ways to connect to their audience. Jakob knows the importance of staying relevant, and he’s already beginning to bring IAAPA into the new digital age.
Jakob wants members to know that IAAPA is not only a trade show, but rather an organization with the primary purpose of servicing our industry 365 days a year in many forms. By implementing a regional strategy and servicing members by providing more accessible information, Jakob is creating a stronger outreach and bond with members. Even with all of these advancements, we don’t see a metaverse trade show happening anytime soon, and Jakob shares that IAAPA will never forget the power of physical and personal interaction.
The IAAPA Member Experience
"Yes, it is a business, but it's also an experience."
For those who visited the 2022 IAAPA expo, you’ll know that it was much more than a trade show. With a DJ in the entrance and awesome displays of industry innovations, IAAPA is working to make the member experience even better with more social and networking events.
Jakob emphasizes that service is IAAPA’s priority, and IAAPA is going through great lengths to innovate and personalize your experience. With new services like the Connect+ app where you can connect with other members, or the IAAPA marketplace where members can contact vendors, IAAPA is working to bring an even more connected future to the attractions industry.
To contact Jakob, you can connect with him on LinkedIn. To learn more about IAAPA, you can visit their website here.
This podcast wouldn't be possible without the incredible work of our amazing team:
To connect with AttractionPros: attractionpros@gmail.com | |||
| 02 Jul 2024 | Episode 356 - Minisode - The Mid-Year Resolutionary Check In | 00:18:51 | |
This minisode features Josh and Matt reflecting on their resolutions for 2024, which they set at the beginning of the year. The conversation revolves around their progress towards these goals and the broader themes of personal and professional development. They decide to discuss their resolutions from episode 330 and evaluate their progress.
Matt's first resolution is to enhance POC University, a program he leads, by improving its website, user experience, and interface. He provides updates on the steps taken, such as creating a new website on Patreon and gathering feedback from members.
Josh's first resolution involves building partnerships and enhancing guest experience initiatives in his consulting business. He discusses his efforts to extend workshop engagements beyond one-time events by establishing partnership programs with attractions.
Matt's second resolution is to prioritize his health after undergoing quadruple bypass surgery. He shares his progress in adopting healthier habits, including exercise and dietary changes, leading to weight loss and improved well-being.
Josh's second resolution focuses on refining his public speaking skills, particularly by enrolling in stand-up comedy classes at Second City. He describes the nerve-wracking yet rewarding experience of performing a five-minute set at a student showcase.
Matt's third resolution involves sharing his surgery experience to help others and integrate its lessons into his coaching and training work. He emphasizes the importance of storytelling and leveraging personal experiences to connect with others.
Josh's third resolution involves organizing in-person events, such as meetups and a potential leadership conference for AttractionPros. He discusses ongoing discussions and plans with Matt to make these events a reality.
We encourage you to reflect on your own resolutions and we’d love to hear your updates! Let us know by commenting on LinkedIn, X, Facebook, or Instagram.
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| 24 Oct 2023 | Episode 320: Dave Carey and Kristen Seitz talk about tech that you forget, managing pain points, and entitlements vs. tickets | 01:00:56 | |
Calling all thrill makers, fun creators, and AttractionPros! Get ready for the ride of a lifetime at IAAPA Expo 2023 - the global attractions industry’s premier event. Join us in Orlando, November 13-17, for a week of learning, networking, and exploring trends and new technologies. Discover innovative solutions for growth that will supercharge your business and enhance your career. Register by November 10th at iaapa.org/iaapaexpo and save up to 30% and get an additional $10 off with code apros.
Kristen Seitz and Dave Cary are the Co-Founders and Senior Consultants of The Recur Group, a company focused on helping attractions and facilities find seamless and hassle-free solutions to upgrade their point of sale systems. Kristen and Dave both started at Walt Disney World, helping upgrade standard paper ticketing to the automated ticketing system we know today. After getting their start in the industry, Kristen and Dave both established decorated careers helping venues and their ticketing systems. Today, Kristen and Dave are now part of The Recur Group, helping take the next big leap in the ticketing industry. In this interview, Kristen and Dave talk about tech that you forget, managing pain points, and entitlements vs. tickets.
Tech That You Forget “From a technical side, we don't want to be remembered.” Kristen and Dave know the importance of ensuring that the ticketing and entry process is a seamless, almost forgettable experience for guests. A well-functioning ticketing system allows visitors to bypass the hassles and concerns often associated with a flawed system. This, in turn, enables guests to make the most of their time in the park, leading to increased enjoyment and the opportunity to create more memorable experiences. If you hear a guest talking about a park entry, it’s rare that it’s in a positive light. By staying attuned to the tech-savvy visitors and implementing a user-friendly system that accommodates everyone, parks can significantly enhance the overall guest experience by simply letting them forget.
Managing Pain Points "When decision-makers are sitting around the table, they are looking out for their own interests." It’s too often that attractions try to force a square peg into a round hole. When it comes to addressing and managing pain points, Kristen and Dave know the significance of identifying not only the current pain points but also anticipating potential ones. This comprehensive assessment involves examining issues from various angles and perspectives, from the high levels of finance to the mindset of the frontline operator. But if pain points had easy fixes, we wouldn’t have any. Kristen underscores that in order to effectively address these points, the team must immerse themselves in the situation by putting their boots on the ground and gaining a thorough understanding of the issue at hand in order to offer a viable solution.
Entitlements vs. Tickets "We're not talking about tickets. We're talking about entitlements." An entitlement is simply a ticket with great functionality. By providing guests with greater capabilities through their ticket, such as granting access to their rooms and serving as a means of payment, we can significantly enhance the overall guest experience. This added flexibility empowers guests to have more control over their day, ultimately contributing to a better experience. Additionally, by providing these services with one entitlement, it can become possible to collect more comprehensive data. This wealth of information can be harnessed to offer guests highly detailed and personalized predictions to enhance their experience.
To learn more about The Recur Group, click here. To connect with Kristen, connect with her on LinkedIn. To connect with Dave, you can also find him on LinkedIn. You can also email davecarey@recurgroup.com and kristenseitz@recurgroup.com.
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| 04 Jun 2024 | Episode 352 - Melissa Oviedo talks about sustainable growth, building perspectives, and asking the right questions | 00:52:47 | |
Melissa Oviedo is the Chief Business Officer of BMorrow Productions. Melissa brings a rich background in the attractions industry, having previously worked with Nassal, where she honed her expertise in project management and strategic development. Now, as the Chief Business Officer of BMorrow Productions, Melissa spearheads initiatives aimed at driving innovation and fostering growth within the company's diverse portfolio of projects. In this interview, Melissa talks about sustainable growth, building perspectives, and asking the right questions. Sustainable Growth "Sustainable growth isn't just about numbers; it's about creating a lasting impact that benefits not only the business but also the environment and the community it serves." Melissa emphasizes the importance of sustainable growth in her role with BMorrow Productions and discusses strategies for maintaining steady progress while ensuring long-term viability. Melissa advocates for a holistic approach that considers environmental, social, and economic factors. She highlights the significance of fostering relationships with local communities and minimizing ecological impact. Furthermore, Melissa delves into the role of innovation in driving sustainable growth, stressing the need for continuous adaptation and improvement. Building Perspectives "Diversity in perspectives isn't just a buzzword; it's the key to unlocking innovation and driving meaningful change within our industry." Melissa underscores the value of diverse viewpoints in enhancing creativity and problem-solving. Melissa emphasizes the importance of fostering an inclusive environment where all voices are heard and respected. She shares insights on leveraging differences in perspectives to drive innovation and enhance guest experiences. Melissa also discusses the challenges and opportunities associated with building perspectives within a rapidly evolving industry landscape. Asking the Right Questions "The ability to ask the right questions isn't just about seeking answers; it's about challenging assumptions, exploring new possibilities, and ultimately, driving strategic decision-making." Melissa discusses the significance of asking the right questions to drive strategic decision-making. She emphasizes the importance of curiosity and critical thinking in identifying opportunities and mitigating risks. Melissa shares practical tips for refining questioning skills and encourages professionals to challenge assumptions and explore alternative perspectives. She emphasizes the role of asking the right questions in fostering a culture of innovation and continuous improvement.
Contact Information: Melissa Oviedo Email: melissa.oviedo@bmorrowproductions.com
BMorrow Productions Website: www.bmorrowproductions.com
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| 08 Oct 2024 | Episode 370 - Leadership Lessons from an Unexpected Source | 00:30:10 | |
Tap into innovation at IAAPA Expo, the biggest industry event of the year. Join us and other AttractionsPros in Orlando, FL, Nov. 18-22 to engage with the global community. Learn from the experts, leave with new ideas, and turn your passion for the industry into new possibilities. Register now to save up to 30%. Looking for daily inspiration? Get a quote from the top leaders in the industry in your inbox every morning.
Leadership lessons can come from anywhere. Recently, Josh took an online course unrelated to the attractions industry - or business leadership at all - yet there were multiple lightbulbs that went off related to leading a team, and specifically when it comes to onboarding and training new-hires. Lessons ranged from maintaining a consistent leadership approach to reframing training sessions to foster a learning environment for team members, as well as allowing team members to make mistakes in low-stakes settings. In this episode, Matt and Josh discuss nine leadership lessons from an unlikely source.
"Is it the team member going through training or is it the team member who is now learning how to do this skill?" The distinction between training and learning is critical. Training often refers to what the instructor does, while learning is focused on the participant. By reframing the experience as learning, leaders can shift their perspective to better support the growth and understanding of the individual. The emphasis should be on how the trainee absorbs and applies the information, not just on delivering the content.
“Keep it cool... those learning moments happen when the team member is not demonstrating immediate proficiency." Effective leadership, especially in training, requires commitment, consistency, and a calm demeanor. Leaders need to stay focused on the process without getting distracted by other responsibilities. Consistency ensures that each new team member receives the same level of instruction. Finally, keeping cool in the face of setbacks or slow progress is essential for maintaining a positive learning environment and encouraging growth.
"The team member starts doing it for the incentive, not because it’s their job." Relying on external rewards like incentives may undermine intrinsic motivation. When employees perform tasks just for rewards, they miss out on internalizing the desired behavior. It's better to introduce incentives as surprises for achieving results, rather than making them the primary goal. This approach ensures that team members are motivated to perform well because of their own drive, not just for rewards.
"I completely deconstructed the process... and determined what needs to be done to do this." Leaders who are experts in a task may find it difficult to teach it to others because they forget what it’s like to learn it for the first time. By breaking the task down into smaller, more understandable components, they can help trainees understand it better. This approach encourages empathy in leadership, ensuring that new employees are given the tools they need to truly master their roles, even when the leader has long mastered the task.
"Be neutral with it... you let them know how great of a job that is without adding too much pressure." Celebrating positive performance can unintentionally put pressure on team members to maintain that high level of work, which may lead to anxiety or burnout. Instead of overly exuberant praise, leaders should adopt a more neutral tone, acknowledging good work without making it overwhelming. This prevents the individual from feeling pressured to consistently outperform and allows for steady, sustainable improvement.
"Redirect instead of punish... taking the emotion out of it and making it very straightforward." Similarly, leaders should handle negative performance without punishing employees emotionally. Constructive feedback that is calm and clear helps to redirect behaviors without creating a negative atmosphere. By maintaining neutrality, the leader ensures that team members are focused on correcting their mistakes and improving rather than fearing harsh consequences.
"I will let you lead your tour into a broom closet... I’m going to let you make those mistakes." Allowing team members to make small mistakes in a controlled, low-stakes environment provides them with valuable learning experiences. In the example of a VIP tour guide training, the trainer allowed small errors but was ready to step in before major problems occurred. This method encourages hands-on learning and helps build confidence, as employees learn from their mistakes without facing significant repercussions.
"Talk about how it impacts their paycheck... how does it impact that individual directly." Rather than relying on formal disciplinary actions, natural consequences are often the best way for team members to understand the impact of their poor performance. For example, consistently arriving late may lead to lost wages, which hits closer to home than formal reprimands. This approach emphasizes accountability and helps employees see how their actions directly affect their work and outcomes.
"Training and learning is ongoing... it is not one-and-done." Learning is a continuous process, not something that is completed in a single session. Even after initial training, team members should be encouraged to refine their skills and improve over time. Leaders need to reinforce positive behaviors while continuing to coach through challenges, creating an environment of ongoing growth rather than a finish line mentality in learning.
This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:
To connect with AttractionPros: | |||
| 06 Dec 2022 | Episode 274: Matt and Josh devour leftovers from AttractionPros Live at IAAPA Expo 2022 | 00:52:03 | |
With IAAPA Expo 2022 in the books, our sights shift toward the holiday season and the end of the year. However, after hosting “AttractionPros LIVE!” at this year’s conference, there are still many thoughtful questions left on the plate from our audience. In this episode, Matt and Josh devour these leftover questions and discuss selling yourself, overcoming imposter syndrome, keeping your team engaged during the slower season, and eliminating gossip in the workplace.
How to “Sell Yourself” and Promote Your Marketable Skills
When it comes to selling yourself, you have to make yourself in demand. Networking is an upstream battle and can seem difficult, but by looking at it from the long term, you can reverse the flow of the river. Every year, you build more connections and gradually get more people coming to you rather than having to reach out. Capitalize on this idea and market yourself in light of that concept.
To start playing the inbound, consider speaking at events like IAAPA expos. By serving the industry, people will begin to see your presence and put a name to the face. Starting out is hard, so don’t be discouraged if session proposals are not accepted immediately. Get back up and try again by strengthening your online presence and increasing your marketability by trying to develop the 3 important words; Know, Trust, and Like.
Overcoming Imposter Syndrome
Imposter syndrome is when you are passionate and proficient about a certain topic, but there are a number of other people who are more successful and knowledgeable than you, therefore making you feel scared to put your ideas forward. It’s a common situation, and many people think that with the amount of success surrounding them, they haven’t accomplished anything when they truly have.
Sometimes you have to have to drown out Imposter Syndrome to start the battle. Put your message forward and back it up. By getting uncomfortable, you’ll begin to realize that people do care about your ideas and what you have to say. Even if it’s a common topic, getting people’s gears to turn a different direction can make a massive impact.
Keeping Your Team Engaged During the Slower Season
Employees are often engaged when they get to personalize the guest experience rather than only focus on efficiency and numbers. By training your employees to take on the slower season by creating a more interactive and unique guest experience, they will be more engaged and excited to come to work.
Personalizing the experience for guests can be as flexible as you need to be, like an accordion-style approach, and you can train your team to handle the busy moments when the line is long and also to handle the slower hours. By extending the accordion, you can give more liberty to your team to interact with guests, and when the time comes, you can shorten the accordion as well.
In addition, the slow season is a great time to take on new projects and include your team in them. Not only can you engage your team and let them have an impact in your operation, but you can also check off the items on your list that you couldn’t get to during the busy season.
Eliminating (or Minimizing) Gossip in the Workplace
Previous podcast guest Brad Collins often talks about how his company declared war on gossip. When seen, it was immediately taken care of, therefore significantly reducing the amount of negativity shared throughout the workplace. By drawing a line in the sand, people will know limits and the employee experience will not falter.
Additionally, having the tools to share information that could lead to gossip can be very beneficial and stop the issue at its source. However, having open communication is even more critical. Even if it’s a difficult conversation to have, if people realize the intent is positive, they’ll take your side. By being honest and being a bridge to the river, you can fight the game of telephone and encourage healthy, positive communication. Overall, being proactive is the best way to fight gossip in the workplace.
This podcast wouldn't be possible without the incredible work of our amazing team:
To connect with AttractionPros: attractionpros@gmail.com | |||
| 14 Nov 2023 | Episode 323: Michael Shelton talks about connecting members, IAAPA’s culture and 9 miles of aisles | 00:49:18 | |
Calling all thrill makers, fun creators, and AttractionPros! Get ready for the ride of a lifetime at IAAPA Expo 2023 - the global attractions industry’s premier event. Join us in Orlando, November 13-17, for a week of learning, networking, and exploring trends and new technologies. Discover innovative solutions for growth that will supercharge your business and enhance your career.
Michael Shelton is the Vice President and Executive Director of IAAPA (International Association of Amusement Parks and Attractions) North America. Michael began his career in the attractions industry during his teenage years when his mom suggested that he get a job at Hyland Hills Water World outside of Denver, CO. Over the course of two decades, Michael has progressed within the industry, and was recently appointed as the Vice President and Executive Director of IAAPA North America. Michael now plays a pivotal role in organizing the largest attraction expo globally and contributing to the growth and new age of IAAPA. In this interview, Michael talks about connecting members, IAAPA’s culture, and the 9 miles of aisles.
Connecting Members "What IAAPA does best is connect members." Bringing people together solves problems, and that’s what IAAPA does best. As an organization covering diverse disciplines and trades, IAAPA serves as a hub where open communication and interactions flourish. Within this collaborative environment, innovations are birthed, and unsolvable challenges find solutions through the collective efforts and expertise of the varied professionals brought together under the IAAPA umbrella. To build this collaborative atmosphere, Michael has a straightforward approach: more meetings across more regions. Through a diverse array of social events, webinars, educational sessions, and various gatherings of different sizes and formats, members are provided with ample opportunities to connect and engage with one another.
IAAPA’s Culture "We all need to advocate for this industry." Michael knows that IAAPA’s corporate environment has a very unique and fun culture. In order to succeed, IAAPA brings in professionals from the organization industry, but also the attractions industry. By cultivating an atmosphere of collaboration and fun, IAAPA consistently delivers great results year after year. But Michael knows it goes further than that. After all, IAAPA is so much more than an expo. With around 50 committees of volunteers, IAAPA builds a culture centered around the shared affection among its members.
9 Miles of Aisles "Bring your comfortable walking shoes." IAAPA is dedicated to delivering its best expo year after year, and Michael knows that this year won’t come short of that goal. With the expo being IAAPA’s biggest offering, it can help open the eyes of professionals around the world to just how big the attractions industry truly is. From food carts to a brand-new expo photo system, IAAPA is planning on hosting a fantastic expo for 2023. From professional offerings like a new alcohol beverage and innovation pavilion and a record-setting drone show in the evening of the expo, IAAPA is geared up to have another fantastic year.
To connect with Michael, connect with him on LinkedIn, or send him an email at mshelton@iaapa.org. To learn more about IAAPA, click here.
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| 12 Mar 2024 | Episode 340: Lessons from Iceland | 00:46:01 | |
Lessons from Iceland When you think about vacation spots, Iceland may not come up on everyone’s to-do list, but it did for Matt and a group of friends from his neighborhood. They wanted to experience the Northern Lights, Icelandic food and culture, and take in the beauty the country has to offer. In this episode, Matt and Josh discuss some of the experiences Matt and his friends had and how they relate to business and life. The first thing Matt and Josh discussed was a hot dog. Yes, a hot dog. As Matt and his friends researched things to do in Iceland, they kept hearing about this special hot dog that you could only get in Iceland, so they had to seek it out. It was a good hotdog, but the bigger lesson has to do with marketing and hype. We’ve all had hot dogs before, but the hype and attention this hot dog got made them think it was pretty special! If you believe in your product and tell a good story, people will want to seek you out. The next lesson also had to do with food, but this time it was the premium experience created by the staff at the Fish Company that elevated the dining experience. They took the time to explain each dish as they served them, which not only helped understand what they were eating, but also gave them something to talk about as they discussed our meal later. It was this detail that took an excellent meal and made it truly memorable. If you are going to walk on a glacier (a solid sheet of ice), you need special add-ons to your footwear. In a few places, crampons, or spikes were given out to put on your shoes to help navigate the glacier. The problem is that when most people walk on ice, they naturally walk with a little more care and caution than they would on normal ground. It was that the tour guide advised the group to walk normally, otherwise the crampons wouldn’t grip the ice and it could be treacherous. There are many business and life lessons to be taken from trusting your crampons. The ability to trust your judgment or to trust a process takes the same mindset as trusting your crampons. Sometimes you have to let go and believe that you, your judgment or the process are going to lead to positive outcomes. While on the glacier, the group also got to experience naturally occurring ice caves that constantly change with the weather. No two caves are the same, nor will they be the same a few days later. The experience of hiking in these caves was truly immersive, and leads to the question… can manufactured attractions compete with naturally occurring immersive locations. There is no “it makes you FEEL like you are there” vs you ARE there. But maybe “competition” isn’t the goal. Maybe it’s to provide an experience for people that will never go to Iceland, or to explore worlds that are literally only in our minds. The last lesson has to do with service recovery. In two instances, when faced with a guest service situation that needed to be solved, the people responding to the situation said, “It’s not fair that this happened”. That response was the precursor to taking a human-centered approach to fixing the problem and doing what was right for the situation and the guests.
If you have been to Iceland, or if you have comments about the lessons we took away from the experience, please let us know. You can email us at attractionpros@gmail.com, or find us any of the socials.
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| 30 Jul 2024 | Episode 360 - Tim Murphy talks about high-quality food, repurposing retail, and the power of people | 00:49:53 | |
Tim Murphy is the CEO of Boomers Parks. With a rich career background that spans various sectors within the entertainment and hospitality industries, Tim has brought significant transformations to Boomers Parks since taking on the role in June 2020. Under his leadership, the company has seen a focus on improving food and beverage offerings, repurposing real estate, and enhancing team engagement. His initiatives have not only increased profitability but also improved the overall guest experience. In this interview, Tim talks about high-quality food, repurposing retail, and the power of people. High-Quality Food“The investment in enhancing food and beverage quality also enhances the attraction component of the business as well.” Tim emphasizes the pivotal role that high-quality food plays in the success of Boomers Parks. By investing in better food and beverage offerings, Boomers Parks has significantly increased the length of guest stays, which in turn boosts overall spending. Tim explains that the introduction of high-quality food items, while retaining fan favorites like pizza and hamburgers, has kept guests satisfied and engaged longer. The approach has shifted the typical visit duration from 90 minutes to three or four hours, resulting in higher per capita spending across various attractions within the parks. The strategic focus on food quality extends beyond merely offering better meals. It creates a comprehensive guest experience that encourages visitors to spend more time on-site. This, in turn, leads to increased spending on attractions and games. Tim’s philosophy demonstrates that enhancing one aspect of the park, such as food quality, can have a ripple effect on overall business performance, making it a crucial element of the park’s operations. Repurposing Retail“I believe there's a plethora of locations to go to. And the good thing for those in the FEC space is landlords are flexible.” Tim Murphy sees immense potential in repurposing vacant retail spaces for family entertainment centers (FECs). With many big-box retailers closing down, there is an abundance of available real estate that can be transformed into engaging indoor entertainment venues. Tim highlights that spaces ranging from 20,000 to 50,000 square feet are ideal for FECs, providing ample room for various attractions while being manageable and cost-effective. The flexibility of landlords with these vacant properties presents a unique opportunity for FEC operators. Tim notes that landlords are often willing to offer favorable terms, such as reduced rent and funding for tenant improvements, to fill their empty spaces. This not only revitalizes unused properties but also creates new destinations that draw foot traffic, potentially benefiting the surrounding businesses. By repurposing retail spaces, Boomers Parks can create controlled environments less affected by weather, ensuring consistent and enjoyable guest experiences. The Power of People“We want to be competitive with wages...but what else do we want to be able to offer and remind our team members that we're doing differently than other potential opportunities for them to go to?” Tim underscores the importance of people in the success of Boomers. He believes that fostering a supportive and engaging work environment is crucial for both employee satisfaction and guest experience. Under his leadership, Boomers has developed a set of core values that include safety, inclusion, and accountability. These values are not just posted on walls but are actively lived and reinforced through regular training and communication. To attract and retain top talent, Boomers offers competitive wages and additional perks such as free meals, snacks, and drinks for employees during their shifts. The company also implements a points-based reward system, where employees can earn points for exceptional performance and redeem them for gift cards, merchandise, or trips. This consistent recognition of good work helps build a motivated and dedicated team. By focusing on the well-being and development of their employees, Boomers Parks ensures that their team is committed to delivering outstanding service, thus enhancing the overall guest experience.
For those interested in learning more about Boomers Parks or exploring franchising opportunities, Tim can be contacted directly at tim@boomersparks.com. Additionally, more information is available on the Boomers Parks website at boomersparks.com.
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| 09 Jul 2024 | Episode 357 - Justin Rink talks about the View Boston experience, entrepreneurial leadership, and the importance of starting with people | 00:48:03 | |
Justin Rink is the General Manager of View Boston, a newly opened observation deck in Boston's Prudential Center. With a background in attractions management from Paramount, Churchill Downs, Kentucky Kingdom, and SeaWorld, Justin has previously worked in various leadership positions across the industry. In this interview, Justin talks about the View Boston experience, entrepreneurial leadership, and the importance of starting with people.
The View Boston experience “Part of the attraction, in its conception, was to be your number one spot in Boston, the very first spot." View Boston offers visitors a unique and immersive journey from the moment they enter the observation deck. From interactive elements like viewfinders and 270-degree videos showcasing Boston's skyline to personalized itineraries based on guests' preferences, the experience is designed to captivate and delight at every turn. With a focus on providing exceptional guest experiences, View Boston sets itself apart as a must-visit destination in the heart of Boston.
Entrepreneurial leadership "It's easy to come up with strategy to make the business better. But if you can't execute the strategy, all that time was wasted." Justin embodies an entrepreneurial mindset, driving innovation and pushing the boundaries of traditional leadership. He emphasizes the importance of setting ambitious goals and constantly striving for excellence, both for himself and his team. By fostering a culture of accountability and continuous improvement, Justin empowers his team members to take ownership of their roles and contribute to the overall success of View Boston.
Starting with people "It starts with people. And I think that's the most important thing." At the core of Justin's leadership philosophy is a commitment to putting people first. He believes that success in business ultimately hinges on building strong relationships and prioritizing the well-being of both guests and team members. By investing in employee engagement initiatives and fostering open communication, Justin creates a supportive and inclusive work environment where everyone feels valued and respected.
For more information about View Boston and to connect with Justin, visit viewboston.com or follow him on LinkedIn. You can also reach out to Justin directly via email at jrink@legends.net.
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| 16 Jul 2024 | Episode 358 - Minisode - The Cost of Not Recovering | 00:18:23 | |
This minisode delves into a scenario where a guest misunderstood the online ticketing process for an attraction. Josh brings up the topic of service recovery, highlighting its importance in hospitality. He recounts a recent workshop where the issue of a guest misunderstanding online ticketing surfaced, sparking a discussion on the perception of service failures. Josh presents a case where a guest expected VIP treatment upon purchasing tickets online but faced a 20-minute wait upon arrival. He emphasizes how service failures can be self-imposed perceptions rather than actual wrongdoings by the business. Josh proposes considering the cost of not recovering from such situations and explores the potential long-term negative impacts on guest satisfaction and business reputation. Matt relates the discussion to his personal experience in Iceland, where he encountered similar situations. He stresses the importance of doing the right thing for the guest and highlights the emotional toll of unresolved issues on guest experiences. Matt and Josh discuss the significance of acknowledging guest frustrations and the potential benefits of proactive service recovery efforts. Josh suggests addressing guest concerns empathetically and considering solutions that align with guest expectations, even if it means deviating from standard procedures occasionally. He emphasizes the value of creating positive experiences that outweigh initial frustrations and leads to guest satisfaction and loyalty. This minisode advocates for a guest-centric approach to service recovery, emphasizing the long-term benefits of addressing guest concerns and exceeding expectations to foster positive guest experiences and business success. What do you think? Should you consider recovering from service failures, even when they’re self-imposed? Let us know by commenting on LinkedIn, X, Facebook, or Instagram.
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| 24 Sep 2024 | Episode 368 - Impressions of Immersion from Italy | 00:49:03 | |
Tap into innovation at IAAPA Expo, the biggest industry event of the year. Join us and other AttractionsPros in Orlando, FL, Nov. 18-22 to engage with the global community. Learn from the experts, leave with new ideas, and turn your passion for the industry into new possibilities. Register now to save up to 30%. Looking for daily inspiration? Get a quote from the top leaders in the industry in your inbox every morning. What does “immersive experience” actually mean? In the attractions industry and across various realms of themed entertainment, the concept of immersion has been a hot topic in recent years, with no sign of slowing down. However, immersive experiences aren’t new, and they don’t require state-of-the-art technology to meet the definition. On a recent trip to Italy, Matt encountered several moments that qualify as immersive, leading to key takeaways for attractions industry leaders. In this episode, Matt shares lessons from Italy along with his evolving definition of immersive experiences. Evolving Definition of Immersion "It's an experience that is so compelling that you actually change behavior or your outlook. You try to fit in and assimilate and you actually take on characteristics of the surroundings." Matt starts by sharing his evolving definition of immersion, describing it as an experience so engaging that it changes behavior or outlook. Whether it’s trying to blend in with the local culture or adopting new habits, immersion goes beyond just being in a place—it’s about truly becoming a part of it. This concept of immersion is increasingly relevant in the attractions industry, where creating an environment that fully engages guests can lead to a deeper and more memorable experience. Immersion Leads to a Desire to Be Immersed More"What I noticed is that the more I was immersed, the more I wanted to be immersed." Matt discusses how his experiences in Italy made him crave deeper immersion. Whether it was listening to Italian violinists or being surrounded by centuries-old architecture, the more he was immersed in the culture and environment, the more he wanted to continue that experience. This is a crucial insight for attractions, where the goal is to create such compelling experiences that guests naturally want to delve deeper and engage more fully with the environment. Immersion Changing Your Behaviors"I'm not a wine drinker, I'm not a coffee drinker, but I drank wine and I drank coffee in Italy." Immersion can lead to unexpected changes in behavior, as Matt discovered when he found himself drinking wine and coffee—things he normally wouldn't do—just to fully experience Italian culture. This change is significant because it highlights how a well-crafted immersive experience can influence guests to step outside their comfort zones and try new things, adding another layer of engagement and personal growth. Immersive Experiences Should Focus Your Attention"If you are creating an immersive experience, you've really got to take care of every little detail so that one little thing doesn't pull you out." The conversation turns to the importance of directing attention in immersive experiences. Matt recalls a moment during a tour of The Last Supper where a distraction pulled him out of the experience, emphasizing how crucial it is to control the environment to maintain immersion. This serves as a reminder for attractions industry leaders to meticulously plan every detail to ensure guests' attention is focused on the intended elements, keeping them fully engaged. Immersive Experiences for Employees"Are we creating an immersive enough experience for our employees so that they want to embrace our culture, so that they are so compelled to be a part and assimilate to the world that we've created?” Matt extends the concept of immersion to employee experiences, suggesting that the same principles used to create guest immersion should be applied to team members, aligning with our recurring theme of the intersection of the guest and employee experience. By fostering a compelling work environment that employees want to assimilate into, companies can create a culture where team members are fully engaged and aligned with the brand’s values. This approach not only enhances employee satisfaction but also improves the overall guest experience. Don't Underestimate the Planning"Don't underestimate the amount of time, effort, and energy that people put into the planning because that's contributing as much to the expectation as your advertising and their previous experiences." Finally, Matt discusses the often-overlooked importance of planning in creating immersive experiences. The effort put into planning a trip—or any experience—can set the tone for how that experience is received. In the context of attractions, this means understanding the expectations that guests bring with them and ensuring that the experience lives up to or exceeds those expectations, which can be as critical as the experience itself.
This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:
To connect with AttractionPros: | |||
| 18 Apr 2023 | Episode 293 - Jeff Fromm talks about generational mindsets, moments that matter and knowing your editorial authority | 00:55:01 | |
Jeff Fromm is a serial entrepreneur, distinguished author, Forbes contributor, and a consultant for LANE|TERRALEVER. Jeff focuses on the study of youth marketing and trends, helping companies adapt to the new generations becoming more prominent in the market. Through his writing and research, Jeff has taken a deep dive into the attractions industry, seeking to learn what matters most to today’s consumers and employees, who are gaining more and more traction of economic power. In this interview, Jeff shares his knowledge of generational mindsets, moments that matter, and knowing your editorial authority.
Generational Mindsets
"You can be in your 50s and have a Gen Z mindset."
Simply put, generations are demographics. Oftentimes, we see splits in market interests and engagement between generations. Because of this, marketing needs to be applied in different ways to apply to different generations. Jeff knows that each generation has its own unique characteristics and preferences, which play a significant role in shaping their attitudes and behaviors towards various products and services. Understanding these differences is crucial for any business, including the attractions industry, to effectively market and reach their target audience.
However, generations are not limited to age ranges, despite the way that most people view them. Generations should be viewed as mindsets that can transend age groups, debunking myths like everyone who is considered Gen Z due of their age is tech savvy, or that Baby Boomers don’t care about sustainability or social justice. By focusing on generations as mindsets instead of birth year, you can better serve all of your stakeholders.
Moments That Matter
"The new frontier for competition is all about the customer experience."
Jeff knows that in today's world, it's important to engage diverse audiences in a way that goes beyond simply providing information or entertainment. While these factors are crucial, it's equally important to ensure that the content resonates with the audience. By adding elements of surprise and delight to the experience, the education can become more meaningful and memorable and contribute to a better guest experience.
Creating memorable experiences for guests involves carefully crafting the entire guest journey, from pre-visit to post-visit. It's not just about keeping guests entertained while they're on-site, but also about building excitement leading up to their visit and encouraging them to share their experience on social media afterwards. Experiences need to be tailored to each stage of the journey, whether it's through targeted advertising, personalized communications, or unique experiences.
Knowing Your Editorial Authority
"Profit is good, but if you only focus on profit you aren't serving all of your stakeholders."
Jeff emphasizes that brands need to know their editorial authority. Knowing your company's position on a subject and taking proper action is absolutely crucial to success in the long term. Great brands can do it wrong, and Jeff states that the best way to go about these situations is to listen to your consumers, employees, and be consistent with your message.
Jeff shares that consumers will pay a small premium to companies whose values align with theirs. Staying true to your brand message can build an emotional connection with consumers and promote loyalty, making it easier to achieve your goals. By consistently upholding your company's values, you create a sense of trust with your audience and reinforce your brand identity, which can set you apart from competitors in the market.
To connect with Jeff, you can find him on LinkedIn or visit his website here.
This episode is kindly sponsored by Attractions.io, the guest experience platform behind Merlin Entertainments’, San Diego Zoo’s, and the Kennedy Space Center’s branded mobile apps.
Like us, the folks at Attractions.io are on a mission to elevate our experiences. Their latest launch adds in-app photos to the Attractions.io mobile app, giving guests more time to view, purchase and share their media with loved ones.
Impressively, 88% of consumers say they trust content and recommendations from their friends and family over any other form of marketing – making user-generated content, like photo sharing, an essential strategy for your marketing team this season (according to Nielsen, in its global Trust in Advertising Study in 2021).
To learn more about Attractions.io and the new in-app photo feature, visit Attractions.io/photos.
This podcast wouldn't be possible without the incredible work of our amazing team:
To connect with AttractionPros: attractionpros@gmail.com | |||
| 22 Aug 2023 | Episode 311: Matt and Josh talk about what matters - Lessons from CNC23 | 00:54:13 | |
Coaster Nerd Con, or CNC23, took place from July 6-14, 2023. This is the annual trek where Matt and two friends take an epic journey to ride roller coasters, debate the best park food and experience the best the industry has to offer. This year, Josh got to join them at their first park, Six Flags Great America. From there, the trio went to Lost Island Theme Park, Adventureland, Worlds of Fun, Silver Dollar City, Frontier City, Six Flags Over Texas, SeaWorld San Antonio, and Six Flags Fiesta Texas. As usual, there were lessons learned along the way. In this episode, Matt and Josh talk about the “things that matter” to the park-going experience.
Enthusiasm matters
For those who know Jeffrey Siebert, Park President at Six Flags Fiesta Texas, you know that he has enthusiasm to spare. In fact, he calls himself an “enthusiast who gets to run a theme park,” and that enthusiasm shows from the look of the park (amazing), the interactions with the team (hospitable and friendly), and the fact that everything was open. His energy is infectious, and that has an incredibly positive impact on the entire operation.
We also ran into team members at other parks, such as Lost Island, who leveled up their own enthusiasm. The gentleman who greeted us for the dark ride and the chef who checked on us as we ate lunch both positively enhanced our experience because of their enthusiasm and positive demeanor.
Recognition matters
There are so many ways to recognize a team member and so many great accomplishments to recognize them for! As we learned from Tony and Gina Claassen, there is something that Silver Dollar City does that combines recognition with a way to immortalize loyal team members.
Disney has the windows on Main Street, and Silver Dollar City has customized, themed posters that are placed throughout the park that recognize team members that have been with the company for 25 years. The best part is that Gina and Tony got to help design their posters and had a choice of where to put them. Next time you’re at SDC, see if you can find them!
Environment matters
The look, the feel, the emotion, the smells, the music… it all plays into the environment you are stepping into and will be the foundation of an immersive experience. Worlds of Fun has done considerable retheming and upgrades to the park, including paint and new facades. Lost Island was clean, incredibly well-themed, and paid attention to the little details that really made a difference.
Props must also be given to the Bamboozler (Round-Up) at Worlds of Fun. The internal paint job (which one could argue wasn’t needed for the ride to function) created a visually interesting and attractive experience not just for the riders but the guests on the midway as well.
History matters
Many rides and attractions have had lives before landing in their current home. Parks also move things all the time to accommodate expansion and new experiences. It truly enhances the experience when a park takes the time to acknowledge and document the journey that a ride has taken to get to its current home.
A notable piece of history for Matt is the Grand Carousel at Worlds of Fun, which used to be at Geauga Lake in Aurora, OH. Geauga Lake was Matt’s home park growing up, and there is a very good chance he rode it when he visited with his family. Sharing the history can develop and strengthen the emotional connection of the experience.
Activities matter
As much as the CNC crew loves roller coasters, it was really fun to discover, observe and participate in a variety of activities that bring people together and let them have fun or challenge themselves in a non-traditional way (for a theme park).
Lost Island had a number of activities that allowed guests to challenge their minds as well as their body. Silver Dollar City staged a good ‘ol fashioned water balloon fight, and Fiesta Texas has a state-of-the-art gaming center.
For more on the CNC23 trip, look for #CNC23 on Facebook and Instagram.
To connect with AttractionPros, visit attractionpros.com or email attractionpros@gmail.com. | |||
| 19 Mar 2024 | Episode 341: Minisode - Out of Office | 00:12:41 | |
Do you check your email when you’re out of office? That was the question discussed in this week’s “minisode,” where Matt reflected on his trip to Iceland and pointed out times when he responded to messages, even though his out-of-office reply suggested that he wouldn’t. This led to a conversation about how we, along with attractions industry leaders, strive to communicate while they are off property, on vacation, or otherwise out of office.
We want to hear from you! What’s the best way to be out of office? Do you occasionally chime in, or do you shut down notifications altogether to be fully inaccessible? Let us know by chiming in on LinkedIn, X, Facebook, or Instagram.
What do you think of this episode format? Let us know if you want us to produce more minisodes!
To connect with AttractionPros: | |||
| 25 Jun 2024 | Episode 355 - Mike Rotondo talks about the balance of art and process, avoiding brand creep, and pushing for what's possible | 00:47:06 | |
Mike Rotondo is the CEO of Altitude Trampoline Parks. With a background in various franchise industries, including Tropical Smoothie and Edible Arrangements, he brings a wealth of experience to his role. Since joining Altitude in 2019, Mike has primarily focused on franchise growth through enhancing the company’s processes that ensure consistency of brand standards across all locations. In this interview, Mike talks about the balance of art and process, avoiding brand creep, and pushing for what's possible.
The balance of art and process “How can we take the daily operations of this park and really make it as manageable and as teachable and as scalable as we can?" Maintaining consistent standards is crucial, but so is allowing frontline team members to infuse their authenticity into their roles. Mike emphasizes the importance of creating an environment where employees feel comfortable being themselves while adhering to company guidelines. By blending standardized processes with individual expression, Altitude cultivates a unique and welcoming atmosphere for guests, ensuring an enjoyable and memorable experience for everyone.
Avoiding brand creep "Stay in that space; be who you are." Mike highlights the challenge of maintaining brand identity while innovating. He stresses the importance of staying true to the core brand values and avoiding dilution by pursuing ventures that deviate too far from the brand's essence. In particular, Mike shares insight into the growth strategies of Indoor Active Brands, Altitude’s parent company, that is venturing into the Pickleball business. Entertainment centers focusing on Pickleball are an emerging market at the time of this interview, and their unique nature balances social “eatertainment” with an active sport, making it different from other location-based entertainment concepts such as bowling, golf simulators, and social driving ranges. This requires an intentional focus on what the experience is and is not, and not adding elements unless they have a direct purpose.
Pushing for what's possible "I'm not interested if this is realistic. What I'm interested in is, is it possible? Mike encourages a mindset of pushing boundaries and exploring possibilities. He challenges his team to think beyond constraints and consider what could be achieved if limitations were removed. By fostering a culture of innovation and pushing the boundaries of what's deemed possible, Altitude aims to stay ahead in the competitive market.
To learn more about Altitude Trampoline Parks or get in touch with Mike, visit AltitudeTrampolineParks.com, or email Mike at Mike@atphq.com.
This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:
To connect with AttractionPros: | |||
| 12 Sep 2023 | Episode 314: Kevin McNulty talks about social media strategy, connecting with people vs. logos, and using social media to drive culture | 00:48:17 | |
Calling all thrill makers, fun creators, and AttractionPros! Get ready for the ride of a lifetime at IAAPA Expo 2023 - the global attractions industry’s premier event. Join us in Orlando, November 13th-17th, for a week of learning, networking, and exploring trends and new technologies. Discover innovative solutions for growth that will supercharge your business and enhance your career. Register by November 13th at iaapa.org/iaapaexpo and save up to 30% and get an additional $10 off with code apros. We’ll be there, and we hope to see you too!
Kevin McNulty is the President, CEO, and Co-Founder of Netweave Social Networking, an agency that works with multiple industries, including attractions, to amplify their marketing through effective social media. Based in Southwest Florida, Netweave found its way into the attractions industry through an aviation museum that connected the company with the Florida Attractions Association. In this interview, Kevin talks about social media strategy, connecting with people vs. logos, and using social media to drive culture.
Social media strategy
"The number one strategy of social media is to be the kind of company people want to say good things about."
Regardless of the industry, the most important aspect of social media marketing is building a relationship with your audience. Part of this is ensuring that the messaging is not only specific and relevant, but also speaks the language of that segment of the industry. For example, attractions with animals under their care should ensure to say “habitat” instead of “cage” and “pool” instead “tank,” otherwise it may misalign from the organization’s mission.
Social media is a two-way street, and attractions must balance their outbound messaging with their inbound posts from their guests, and you don’t get to decide what your guests are talking about online. Instead, it is critical to regularly be monitoring your social media channels so that you can respond quickly, rather than limiting your strategy to one-way communication with your audience.
Connecting with people vs. logos
"People want to connect with people. They don't want to connect with logos."
If you had a celebrity spokesperson, who would it be? This is the question that Netweave asks new clients during the onboarding process to define the brand voice that will weave its way into social media marketing. By unifying the brand voice, the messaging becomes consistent, whether it is done through a third party like Netweave or a team of people on your staff.
People follow you on social media to connect with the brand in ways that they aren’t able to in traditional marketing. If your images are all professional photos that are perfectly posed and your posts are always carefully crafted ad copy, it doesn’t have the same appeal as a more humanized voice that enables conversation with your audience.
Using social media to drive culture
“One of the great things about social media is that it can convert fans into evangelists… and it can do the same thing for employees.”
At the 2023 Florida Attractions Association conference, Kevin and Matt presented a breakout session that introduced a concept that they developed together that ties into both social media and employee retention. They suggested that frontline employees be given a 15-minute “brand ambassador” shift that allowed them to leave their positions and capture photos that can be used for social media content. This would enable them to approach guests and take pictures of families, while also amplifying the amount of content that the social media team can use online.
In addition to the marketing-related benefit, it also is intended to make employees feel more valued in the organization, knowing that they are contributing to a goal that extends beyond their immediate job duties. And in addition to social media, they would also be encouraged to document anything that they see out of place, such as paint chipping or a landscaping issue that needs to be reported.
Kevin and Matt both look forward to learning how operators implement this within their organization and seeing the results that can come from it.
To learn more about Netweave, visit https://netweaveonline.com. You can also follow the company on Facebook, Twitter (X), and Instagram.
This podcast wouldn't be possible without the incredible work of our amazing team:
To connect with AttractionPros: | |||
| 20 Jun 2023 | Episode 302: Professional lessons from leisure travel | 00:48:47 | |
Traveling for leisure can be rejuvenating, relaxing, educational, and an opportunity to disconnect from the real world for a short time. And when you work in the attractions industry, it can also inspire you to come up with new ways to improve your operation back home! Recently, Matt and Josh both traveled internationally and came back with several guest and employee experience examples worth talking about. Even better, they recorded their findings in person at the Florida Attractions Association annual conference in the middle of the networking center. In this episode, Matt and Josh share insights from recent trips to Ireland and Turks and Caicos, respectively.
It takes people to make the dream a reality “It’s the human beings that are going to determine whether the experience is positive or negative.”
Walt Disney said, “You can design and create, and build the most wonderful place in the world, but it takes people to make the dream a reality.” This quote resonates throughout the attractions industry and any other business where the team members truly deliver the experience. In Josh’s recent experience, he stayed at a Ritz Carlton, whose brand commands a high standard of premium service. With that said, it was the individuals with whom he interacted that made the experience what it was, and a select few truly made the dream a reality. Despite the warm weather, blue skies, sandy beach, and crystal clear waters, the biggest memories from the trip were the team members who went above and beyond.
It takes years – sometimes decades – to make skills appear seamless “When we are training people to be great service providers, it takes time.”
We expect a lot from our team members, especially when there is a high standard for service and excellence. We also know that we need to train them efficiently so that they are proficient from their first day interacting with guests. True service skills, however, come with time. Matt shares an experience in a Pub in Killarney where the bartender interacted with guests with his authentic personality, which created an enjoyable experience, even though his service could be described as “non-traditional.”
When a guest made an obscure off-menu request, the bartender fully understood what she was asking for and her response was that it was exactly what she wanted. The bartender’s reply was, “I should hope so. I’ve been doing this for 20 years!” Had it been earlier in his career, he may have sought assistance from a coworker or made a drink that did not align with the guest’s request, but after two decades of experience, the unusual request was able to be seamlessly delivered.
The challenge of exceeding expectations is that it raises expectations “When you have a high guest experience standard in place, you need to keep pushing it forward.”
We all strive to exceed the expectations from our guests. But what happens when our guests get used to us exceeding expectations for them? Josh shares an encounter he had that met the definition of “wow” moment – the staff found a way to do something that most guests wouldn’t expect that would leave a lasting impression. However, Josh expected it based on previous experience at other properties within the brand and even other brands with similar standards.
This is not to say that it wasn’t a positive experience, but it met his expectations for what the brand is known for, rather than go above and beyond. We need to continually think of ways to surprise and delight our guests so that once they pick up on certain patterns, we can push the envelope even further.
A genuine experience can transcend, or exceed, what you know is happening “I knew that the offer was coming, but I didn’t feel like I was being sold to.”
In the attractions industry, much of the experience is predictable. In a theme park, after you ride a ride, you expect to walk through a gift shop at the end of the experience. On a tour, you expect the guide to present a solicitation for gratuity. However, when the experience is genuine, the feeling of “being sold to” disappears, because it’s a natural part of the experience.
When Matt partook in an experience where he made his own scones and ate them after, the owner said to the group, “If you enjoyed the scones, you can buy the recipe.” In response, guests lined up to buy it. While Matt knew it was coming, he didn’t feel like he was being sold to or manipulated as part of a retail experience. The recipe solicitation was a natural extension of the experience, which was delivered so excellently, Matt felt like his group was the only one in the world who had done it – despite multiple tours running daily.
If we look at it from the lens of the employee experience, if every part of the culture shows that leadership wants them to have the best employee experience, when it comes time to have difficult conversations, they should come across seamlessly, just like the sales opportunity at the end of the guest experience.
Use your knowledge of how guests can have an even better experience “Sometimes you need to help your guests have the best experience that they can.”
One of the core tenets of guest service is anticipating guests’ needs, which recognizes that guests may not have all the information to have the best experience possible. It Josh’s case, it wasn’t just information, it was talent and skill when he rented a paddleboard in relatively choppy water. After falling several times in a short period of time (providing quality entertainment for everyone on the beach), the guide called Josh back to shore and gave him several tips that he could use to improve his skills. The guide didn’t need to do it; his responsibility including efficient paddleboard rentals and ensuring that all guests were safe – but he saw an opportunity to help Josh have a better experience, which was even more satisfying than it gone well from the start.
This also connects to the employee experience. As employees are learning their jobs and building their proficiency, leaders can recognize opportunities where they can give their employees the chance to fail, learn, adjust, and improve – similar to Josh’s experience on the paddleboard.
The environment plays a significant role in the experience “In the physical environment that we put people in, what kind of mood does that create?”
Matt visited a pub in Waterford that was more than 300 years old, and possibly even owned by the original family. The pub remained mostly untouched, with modern fixtures like restrooms only being installed in the 1960s. The environment was supported by a musician playing songs and the wobbly tables that allowed guests to appreciate the historic significance of the pub.
In modern-day structures, we create the environments that put guests in certain moods, and supplement them by the amenities that go along with them to match the mood you are seeking to create, which leads to full immersion and escapism. By fully immersing guests into the desired emotional outcomes, it allows them to disconnect from the challenges and stresses of their daily lives, and be fully present in the experience.
We hope you enjoyed these takeaways as much as we enjoyed collecting them!
To connect with AttractionPros: attractionpros@gmail.com | |||
| 09 Jan 2024 | Episode 331: Jim MacPhee talks about navigating life, pushing a wet noodle, and emotional & relational intelligence | 00:55:14 | |
Jim MacPhee is a retired Disney legend and renowned author of the book Engage, Inspire, Lead. Starting in the watercraft department on the Seven Seas Lagoon, Jim started with an hourly position and grew with the company, and through mentorship and personal growth, became one of the greatest leaders in Disney history. Jim spent 43 years with the Walt Disney Company, serving the company on both coasts as a Vice President of several parks. Later in his career, Jim led the Next Generation Experience movement, leading to the birth of MyMagic+ and other technology that reshaped the attractions industry. In this interview, Jim talks about navigating life, pushing a wet noodle, and emotional and relational intelligence. Navigating Life "Define your destination and go. And be nimble and agile along the way." Jim took many lessons from his first position with Disney and used them throughout his entire career. Reflecting on his experiences in the watercraft department, Jim emphasizes the parallels between navigating watercraft and effective leadership, such as finding the fastest path of travel and working together to create forward momentum. The most profound lesson Jim learned from his time in watercraft was the skill of navigating life itself. With its various ties to leadership and great lessons in responsibility, Jim’s first position provided a strong foundation for the rest of his career. Watercraft provided a sense of community and allowed Jim to bond with guests and develop a real understanding of the scope and size of the new Disney property. Pushing A Wet Noodle "If you don't have great relationships, you've got a tough battle ahead." Jim compares “horizontal work” to pushing a wet noodle, stating that you can’t get anywhere unless everybody is on the same page. The team dynamic and leadership system is critical to the success of a project, and it’s one of the biggest takeaways Jim found in his time with the Next Generation Experience team. One of the key elements of a successful project is top box sponsorship and great relationships. Jim compares poor leadership to the Liberty Bell, where a little crack in the top can lead to a massive fissure and disconnect in the rest of the team. Jim knows that with strong relationships and clear leadership, those fissures are avoidable. Emotional and Relational Intelligence "We had to lead with clarity, unity, and agility." Jim shares that great leaders are built on their emotional and relational intelligence. Being open and vulnerable to feedback contributes not only to the improvement of one’s self, but also to the improvement of the team. Jim also shares that leadership is everywhere, and that leadership can’t exist without the relationships that we build. Jim shares that much of his success came from the fact that he would get to know people on a granular level, and not just when he needed them to put out fires. By investing in your team and providing an engaging and feedback-based environment, leaders won’t have to worry when they ring the fire bell. Jim boldly shares that good leaders engage and inspire, whereas bad leaders read off the pages and direct, and shares that the four cornerstones to great leadership are relationships, influence, knowledge, and credibility.
You can find Jim’s book Engage, Inspire, Lead on Amazon or at bookstores nationwide. To reach Jim directly, connect with him on LinkedIn. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:
To connect with AttractionPros: | |||
| 30 Jan 2024 | Episode 334: Jenny Williams talks about an effective media mix, non-profit marketing and tracking the right metrics | 00:50:24 | |
Jenny Williams leads attend media, an advertising agency working primarily with cultural and non-profit attractions. As a Media Strategist, Jenny works with zoos, gardens, museums, and aquariums to align their efforts across media strategy and investing in advertising. Jenny began working in media in November of 2007, which is the same time that Facebook launched its advertising platform. Throughout her career, she gravitated toward working with attractions and developed an even deeper niche within non-profit and cultural attractions to help align their advertising around the mission. In this interview, Jenny shares practical advice about putting together an effective media mix, non-profit marketing, and tracking the right metrics. An effective media mix “You can’t post the same ad across all channels and expect it to serve the same purpose.” There are so many channels that need to be considered when placing advertisements based on the audience attractions are looking to target and the message they are seeking to convey. While digital marketing, including social media and online advertising, has accelerated in growth, marketers should continue to leverage traditional channels such as television, radio, and billboards. Through extensive testing and looking at past performance, marketers should evaluate the success of various campaigns, using the data to drive future campaigns into what works best. In particular, influencer marketing has evolved from finding an influencer with a sizeable following to post content about the brand to seeking larger pools of smaller creators and using their content in the attraction’s ads. Non-profit marketing"People are seeking more organic content. They may not trust when it's perfect and polished." Jenny describes the difference between nonprofit and for-profit attractions as mission-driven or ticket-driven. While both types of attractions need to focus their advertising on driving attendance and ticket sales, non-profit attractions should focus their message around their mission. Non-profit attractions typically have a wide channel mix and often can spread themselves too thin. Jenny suggests that non-profit attractions should not spend less than 5% of their budget on any channel. This puts constraints on creative teams for developing assets, limits the ability to do proper testing and find insights, and it dilutes the messaging. Additionally, non-profit attractions should spend at least 10% of their budget on paid social. Tracking the right metrics“Visitation is the end goal; not a click to the website.” When you’re building your media strategy and looking at your objectives, it begins with understanding what you’re looking for. It may not be about how many unique households you are reaching, driving traffic to a web page, or even driving online ticket sales. Depending on ticketing software and advertising channels, attractions may be able to track the performance of their campaigns directly through to ticket sales. However, for channels such as television, radio, and billboard, attractions should align these campaigns to see if website visitation increases or if attendance grows which can be attributed to the campaigns.
To learn more about attend.media, visit their website. Jenny is also co-host of the Marketing Attraction Podcast, which can be found here and on all major podcast platforms. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:
To connect with AttractionPros: | |||
| 10 Oct 2023 | Episode 318: Adrea Gibbs talks about combining creative with operations, performing at work, and embracing diversity | 00:52:51 | |
Calling all thrill makers, fun creators, and AttractionPros! Get ready for the ride of a lifetime at IAAPA Expo 2023 - the global attractions industry’s premier event. Join us in Orlando, November 13-17, for a week of learning, networking, and exploring trends and new technologies. Discover innovative solutions for growth that will supercharge your business and enhance your career. Register by November 10th at iaapa.org/iaapaexpo and save up to 30% and get an additional $10 off with code apros.
Adrea Gibbs is the CEO, Artistic Director, and Experience Consultant of Alriginal Productions, where she is hyperfocused on behavioral training, hiring, and operational excellence. Adrea says that she combines her creative side with her operational side to elevate guest and employee experience, using the human element to help people understand biases, mental health, and multi-level learning opportunities. In this interview, Adrea talks about combining creative with operations, performing at work, and embracing diversity.
Combining creative with operations
“We’re continuing to innovate the artistic side without losing integrity, but we employ things that functionally make things better for both guests and employees.”
Adrea began her career in the Entertainment department at Disneyland, and after becoming proficient with the theatrical side of the business, continued her career path in other avenues, including children’s fitness and construction management. Adrea’s unique lens has allowed her to gain a full overview of both sides of the same coin.
In themed entertainment, this type of viewpoint is critical because there is both an aesthetic need and a functional need. The creative side must deliver a product that is visually appealing and outstanding, whereas it also must have the functional elements so that the operators can successfully deliver it.
Performing at work
"We don't necessarily think of ourselves as a performer in our job, but we are."
When a team member comes to work and punches in, they are simultaneously punching out the rest of their life. This means that anything frustrating in their life, such as a disagreement with their partner, a conflict at the coffee shop, or just waking up on the wrong side of the bed, is getting punched out and left with their timecard. At the end of the day, the team member punches out of work and takes their personal matters back.
This means that while they are at work, they are playing the role of their job function, whether it is a frontline team member, supervisor, manager, director, or executive leader. This type of attitude allows team members to better manage everything that comes their way over the course of the day - both positively and negatively, when they recognize that they are performing a role, and get to go back to themselves at the end of the day.
Embracing diversity
"We should not be setting boundaries on anybody."
Growing up, Adrea belonged to a church that she says had an open mind and an open heart, and their youth program ensured that young members were able to see and understand religions other than her own. Additionally, she shares the story of a family member with spina bifida that, despite physical limitations, everyone always ensured to include him in any way possible. Adrea shares a story of a cast member at the Magic Kingdom who wanted to climb the stairs to the top of Cinderella Castle, and despite being blind, said that the view was “the most beautiful view” he had ever seen.
Adrea stresses that people set their own boundaries based on their capabilities, and we should not judge people based on their container, but based on what’s inside. When it comes to integrating this mindset into an organizational culture, Adrea says that training and education are critical. The training cannot be a one-and-done exercise, but must continually be woven into the employee experience so that the concepts continually resonate throughout the team.
To connect with Adrea, connect with her on LinkedIn, or send her an email at an.alriginal@gmail.com.
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| 06 Feb 2024 | Episode 335: Amanda Verhoff talks about the premium sports experience, understanding the buyer and singing the same song | 00:56:25 | |
Amanda Verhoff is the President of the Association of Luxury Suite Directors, an organization dedicated to the premium and luxury seating industry that serves sports arenas, theaters and large-scale event spaces. Amanda studied sports management in college and upon hearing a guest speaker, who happened to be the founder of ALSD, raised her hand for an internship and she has been working in the premium seating industry ever since then. Throughout this fascinating conversation, Amanda gives us insight into the premium sports experience, understanding the buyer, and singing the same song. The premium sports experience “Premium is more than the product, it’s the experience.” When people think of premium seating, they likely think of the hardware… the loge, skybox, or suite that allows an audience member to view a game or performance from a specific vantage point. Amanda assures us that it doesn’t stop there and that there is a whole host of touchpoints that make up the “experience.” Food and beverage, entertainment options and transportation services are just some of the ways that premium seating directors infuse luxury into the experience. If at a sports arena, the game for many is the main attraction, but for those in premium seating, it can serve as a backdrop to an elevated event. Understanding the buyer"It's a tall task to understand the differences between different types of buyers." Words like premium and luxury are highly subjective. Buyers are judging the level of premium or luxury against their understanding or experience of those situations. From a selling standpoint, it takes skill to understand the buyer's desire for luxury and where it falls on their scale - and it’s not always money-driven. Part of the tall task of understanding the buyer is the vast difference in opinions and attitudes when it comes to just what luxury looks like. For some, it could be that every detail of the experience is planned and executed by someone else. For others, luxury could mean a decadent dessert presented in an elegant way by the culinary team. It’s the wide-ranging attitudes that keep luxury suite operators on their toes. Singing the same song"Ticketing, parking, and food & beverage might be different entities, but they need to be singing off the same song sheet." A premium experience doesn’t just happen because people are in a loge or skybox, it’s as much about the arrival and departure, navigating the venue, getting through ticketing or security, or the food and beverage offerings. This takes a lot of people working in a coordinated effort to pull it all off. Amanda reminds us that in most cases, the people working in these various positions are actually working for different companies who have different values or processes. The key, she says, is to find the cooperative elements of service that everyone can adhere to in order to create a seamless experience.
To learn more about ALSD, visit their website. To connect with Amanda, you can find her on LinkedIn or email her at amanda@alsd.com.
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| 11 Jun 2024 | Episode 353 - Mike Lusky talks about embracing history, shifting culture, and the importance of mentors | 00:48:38 | |
Mike Lusky is the Group General Manager of Adventureland Resort, Altoona, IA. With over three decades in the attractions industry, his journey began at Geauga Lake in Ohio, where he started as a taffy puller at the age of 15. Over the years, Mike has worked with industry giants like Six Flags and Great Wolf Lodge, honing his leadership skills and shaping his management style. In this interview, Mike talks about embracing history, shifting culture, and the importance of mentors.
Embracing history "One of the things I've seen most effective through any of the organizations that I've worked in is when you're able to connect the employee and their benefits to the ultimate goal." Mike emphasizes the importance of connecting the past with the present to foster a sense of continuity and pride among employees. By acknowledging and celebrating the history of Adventureland Resort, Mike believes it creates a deeper connection with both employees and guests, enhancing the overall experience.
Shifting culture "Keeping [employees] in a positive mindset, giving them the right accolades when necessary, that's a big part of the strategy here is just that acknowledgment and kind of immediate reward." Mike emphasizes the significance of fostering a positive work culture by recognizing and rewarding employees for their contributions. He believes that by prioritizing employee satisfaction and well-being, it translates into better guest experiences and ultimately drives business success.
The importance of mentors "There's no way you would have been able to come up with your leadership style on your own." Mike underscored the pivotal role of mentors in shaping leadership styles and navigating challenges in the attractions industry. He highlighted the value of seeking guidance from experienced professionals who can offer insights, support, and feedback. Through mentorship, leaders can refine their skills, make informed decisions, and cultivate successful careers.
Contact Information: Adventureland Resort - AdventurelandResort.com Email: Mike.Lusky@palaceentertainment.com
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| 29 Oct 2024 | Episode 373: Megan Hartman talks about seeing through the lens of a lifeguard, letting your team have the vision, and being comfortable with the uncomfortable | 00:49:47 | |
Tap into innovation at IAAPA Expo, the biggest industry event of the year. Join us and other AttractionsPros in Orlando, FL, Nov. 18-22 to engage with the global community. Learn from the experts, leave with new ideas, and turn your passion for the industry into new possibilities. Register now to save up to 30%.
Megan Hartman is the General Manager of Dutch Wonderland in Lancaster, PA, along with the Cartoon Network Hotel and Old Mill Stream Campground. With a career that began in 2004 at Paramount Kings Island as a lifeguard, Megan's journey has spanned numerous roles, including leadership positions at Great Wolf Lodge and Splish Splash Water Park. Now at Dutch Wonderland, a family-focused amusement park designed for children, Megan has embraced the slower, family-friendly pace of Lancaster while bringing in guests from larger cities like Philadelphia and New York. In this interview, Megan talks about seeing through the lens of a lifeguard, letting your team have the vision, and being comfortable with the uncomfortable. The Lens of a Lifeguard"Being a lifeguard is all about being observant. It's looking for the thing that is different or isn’t normal or watching for human behavior." Megan shares how her early experiences as a lifeguard have shaped her leadership style, particularly in her ability to observe and respond quickly to situations. This heightened awareness translates into her daily work as she walks through the park, noticing details others might miss—whether it's a piece of trash out of place or a guest who might need assistance. Her sharp observational skills, honed through years of lifeguard training, now guide her in managing Dutch Wonderland, ensuring that both guest experience and safety are maintained at high levels. Letting Your Team Have the Vision"My purpose here is, what is your vision? And how do we enact that?" Megan emphasizes the importance of empowering her team to develop and implement their own vision for the park. She recognizes that her role is not to dictate every decision but to support her staff in bringing their ideas to life. By stepping back and allowing her team to take the lead, Megan fosters a sense of ownership and creativity among her employees. This leadership philosophy has helped create a collaborative environment at Dutch Wonderland, where team members feel valued and are encouraged to innovate. Being Comfortable with the Uncomfortable"I’m comfortable in the not knowing. If you have people who are passionate and who care, you can combine those visions." Megan acknowledges that stepping into the unknown is a natural part of leadership. Whether it’s navigating the complexities of managing a multi-faceted property or making decisions with incomplete information, she has learned to embrace discomfort. Her openness to admitting when she doesn’t have all the answers has allowed her to rely on her team's expertise. This mindset has been instrumental in her leadership approach, where creating a supportive space for her staff to learn from mistakes and grow is key to long-term success.
To learn more about Dutch Wonderland, visit www.dutchwonderland.com. Megan can be reached at megan.hartman@palaceentertainment.com, where she welcomes inquiries or further discussion.
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| 31 Oct 2023 | Episode 321: John Dunlap talks about micro amusement parks, being the exact customer and attractions as a luxury | 00:54:26 | |
Calling all thrill makers, fun creators, and AttractionPros! Get ready for the ride of a lifetime at IAAPA Expo 2023 - the global attractions industry’s premier event. Join us in Orlando, November 13-17, for a week of learning, networking, and exploring trends and new technologies. Discover innovative solutions for growth that will supercharge your business and enhance your career. Register by November 10th at iaapa.org/iaapaexpo and save up to 30% and get an additional $10 off with code apros.
John Dunlap is the Chief Executive Officer of Five Star Parks and Attractions. John has been in the attractions and hospitality business his entire life, dating back to when he worked in a restaurant kitchen at 14. He later went on to start a travel agency, which led to a career with Starwood, then had the opportunity to take on the role of Executive Director at the San Diego Zoo, thus beginning John’s transition into the attractions industry. John became CEO of Five Star Parks and Attractions in January 2022, which provides financial backing to family entertainment centers and micro-amusement parks to achieve lasting success. In this interview, John talks about micro-amusement parks, being the exact customer, and attractions as a luxury.
Micro-amusement parks
“We coined the concept of micro-amusement parks.”
There are so many different types of facilities that fall under the umbrella of the attractions industry. Many of them are well-defined, such as a zoo, museum, or aquarium, whereas in the FEC sector, the definition of a family entertainment center has been stretched considerably over the last several years. While the differentiator between an FEC and an amusement park is generally defined by the presence (or lack) of a gate, there are several subsets of family entertainment centers.
When Five Star Parks and Attractions was born, they identified the subset of what became known as the “micro-amusement park,” which is smaller than a traditional regional park, yet larger than a standard family entertainment center. The micro-amusement park includes properties that are fully indoors, as well as those that are a mix of indoor and outdoor experiences, often with rides, food, and games.
Being the exact customer
"I get most of my best customer feedback from my kids."
When asked about leadership lessons that he’s gained from his wide variety of experiences, John says that he is fortunate to have been the exact customer at each point in his career. He talks about when he began working in hotels, he recalled back to his childhood, where he viewed staying in a hotel as a luxury, which formed the standard that he strived for when delivering the guest experience. John says that he is “mortified by mediocrity” and he regularly looks for what can be improved.
John then joined the San Diego Zoo around the same time that he had his first child, allowing him to once again see the guest experience through the eyes of a child. This influenced decisions that he was a part of at the zoo that led to substantial growth. Today, now that his kids are older, he is once again the exact demographic that Five Star Parks and Attractions serve.
Because the work is so important to him personally, John never feels like he’s trading time for money, and says he feels like every day he gets to work on his passion project.
Attractions as a luxury
"We never take for granted that we're competing for a limited share of wallet."
Just like John’s perception of staying in a hotel as a luxury, he looks at the attractions industry in the same way. Considering variable economic conditions, John states that they recognize that there are countless other ways for people to spend their time and money. As a result Five Star has invested heavily into the properties that they have acquired to upgrade the experience, enhance the existing brands that they’ve brought into the portfolio, and focus heavily on training and development.
As Five Star looks to the future, the company’s growth plan includes acquiring additional brands that deliver a high quality experience that meets the mindset of attractions being a luxury, along with continuing to reinvest in the experience at each property in the portfolio.
To learn more about Five Star Parks and Attraction, www.fivestarparks.com. To get a hold of John directly, reach out via email at jdunlap@fivestarparks.com.
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| 23 May 2023 | Episode 298 - Are branding and theming the same thing? | 00:11:58 | |
Are branding and theming the same thing?
With each podcast interview, we share multiple quotes on social media aimed to inspire, motivate, and educate our audience (AKA you) while encouraging you to check out the full interview to gain the full story behind the quotes. While promoting episode 294, we posted a quote from our interview with Jerry Davis: "Branding and theming are the same thing.”
If you listen to Jerry’s reason behind the quote and the full story that led to it, it makes perfect sense (side note: check out episode 294 if you haven’t already). However, on its own, it sparks debate. In this first-ever minisode, Matt and Josh read comments from Instagram, Twitter, and LinkedIn, where many industry professionals chimed in with their thoughts on the subject.
What do you think? Are branding and theming the same thing? Let us know your thoughts on Facebook, Twitter, LinkedIn, or Instagram.
Also, what do you think of this episode format? Should we do more of these? (Spoiler alert: episode 299 is also a minisode)
To connect with AttractionPros: attractionpros@gmail.com | |||
| 27 Jun 2023 | Episode 303: Josh and Matt talk about cultivating experts, using your awareness of the guest and how to find answers | 00:40:10 | |
There is a lot of talk these days about guests having autonomy and agency to create and curate their own experiences within our attractions. What about the other side of the coin, where guests may need the help and assistance of our expert employees to truly have the experience they want to have? In this episode, Matt and Josh explore the concept of cultivating experts, using your awareness of the guest and how to find answers.
Cultivating experts
“You’re in my domain. I’m going to tell you how to have the best experience.”
We all want our team members to be experts… experts at the functional portion of their jobs, experts at providing service and experts at explaining all of the features and benefits of your facility to your guests. The problem is, that level of expertise takes longer to cultivate than most team members will be around.
So the first strategy of cultivating experts to serve your guests is to realize it takes time. On top of that it takes coaching, repetition, practice, teaching, coaching and a bit more time. Malcolm Gladwell says that it takes upwards of 10,000 hours of deliberate practice to become world-class at something. That’s just over 9 years someone would have to spend becoming an expert in your business.
Using your awareness of the guest
“Be aware of what’s around you and what people are saying.”
Sometimes the biggest impact gesture comes from the act of being aware of your surroundings so you can react in the moment or even anticipate a guest's need because you almost see what they need before they see it.
Maybe you are passing someone on the midway and you overhear them talking about ice cream or how to get to a show venue. Taking a few seconds to respond could mean the difference in a good guest experience and a great one. However, we can get so focussed on the operation and efficiency that we can lose sight of those in-the-moment opportunities that only present themselves if we are aware of our guests and what they need.
How to find answers
“Give people the opportunity to learn how to find the information, rather than expecting everyone will know everything.”
We’ve all heard a manager say, “We don’t want you to say, ‘I don’t know’ when a guest asks a question.” Okay, then what SHOULD I say? That is the frustration many team members go through when learning the finer points of their job. The sentiment, of course, is that we want our “experts” to be able to provide any assistance a guest may want.
In order to do this and help cultivate experts, organizations need to provide tools for team members to learn where to get this information. For example, a park map or app likely has answers to 95% of questions a guest may have, so teach your team how to use the app. It could also be a hotline/helpline that people can call, maybe it goes directly to Guest Services who likely have the answers our operators are seeking.
It’s intimidating to say, “don’t say I don’t know.”, but it’s empowering to provide a way for people to find the information they need at a moment’s notice.
To connect with AttractionPros: attractionpros@gmail.com
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| 20 Aug 2024 | Episode 363: Chris Kearsing talks about a storied career, saying yes, and celebrating 70 years | 00:51:36 | |
Tap into innovation at IAAPA Expo, the biggest industry event of the year. Join us and other AttractionsPros in Orlando, FL, Nov. 18-22 to engage with the global community. Learn from the experts, leave with new ideas, and turn your passion for the industry into new possibilities. Register now to save up to 30%.
Chris Kearsing is the General Manager of Story Land in Glen, New Hampshire. With a career that spans over two decades, Chris has held various leadership roles in theme parks across the United States, from his early days at The Great Escape in Lake George, New York, to key positions at Holiday World and Splashin’ Safari, Elitch Gardens, and Six Flags parks. Story Land, where Chris currently oversees operations, is a beloved family destination known for its charming attractions and natural beauty. In this interview, Chris talks about his storied career, saying yes, and celebrating 70 years. A Storied Career"I'd say it's been a very storied career.” Starting as a ride operator right after high school at The Great Escape, Chris never imagined his summer job would lead to a lifelong career in the theme park industry. Over the years, he climbed the ranks, holding various operational roles that provided a deep understanding of park management. Chris’s career took him across the country, from the Northeast to the Midwest, and eventually to Texas, where he worked for Six Flags over Texas and Adventureland in Iowa. His journey is marked by adaptability, a willingness to take on new challenges, and a passion for delivering exceptional guest experiences. Saying Yes"Say yes, or if you have to say no to something, have a really good reason." Throughout his career, Chris has embraced opportunities that came his way, whether it was taking on new responsibilities, moving across the country, or stepping into leadership roles during times of transition. This mindset has allowed him to gather a wealth of experience in different facets of park operations, from ride safety to food and beverage management. Chris believes that by saying yes and being open to new experiences, he has been able to grow both professionally and personally, leading him to his current role at Story Land. Celebrating 70 Years“There’s so much charm that has been maintained over the years,” The park, nestled in the White Mountains, is known for its family-friendly attractions and unique blend of natural beauty and whimsical theming. To honor the 70th anniversary, Story Land has introduced new attractions like the Moo Lagoon water play area, while also preserving beloved features like animatronics and classic rides. Chris discusses the importance of balancing innovation with nostalgia, ensuring that the park remains a cherished destination for generations to come.
For more information about Story Land, visit their website. You can also connect with Chris on LinkedIn for further insights into his work and the park's ongoing developments.
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| 16 Jan 2024 | Episode 332: Steve Thomas talks about lessons from the oil field, guest centricity, and no paper signs | 00:54:45 | |
Steve Thomas is the General Manager at Belmont Park in San Diego, CA. Steve’s background includes working in oil fields in West Texas and Eastern New Mexico until he decided to move back to his hometown of San Diego in 2017. At that time, Belmont Park had recently been acquired by a real estate developer who had a new vision for the park, which was falling into disrepair. After identifying the challenges needed to make necessary improvements, he took on the role of Maintenance Manager and immediately implemented enhancements. Not long after, he approached the park’s ownership with the interest of becoming General Manager. Since becoming GM in 2018, Steve’s main focus has been on unification, which included acquiring all of the concessions operators on the property and bringing them all under one roof. In this interview, Steve talks about lessons from the oil field, guest centricity, and no paper signs. Lessons from the oil field "Don't be bitter about spending a little more time in a role. Have patience." Steve became a Floorhand for a drilling company after finding them at a recruiting event and learned the job from the lowest position in the ranks. After being passed up for a promotion to Driller a year later, Steve was initially disappointed, but he took the next seven to eight months to fully prepare himself for the role. When he got it, his proficiency was even higher than those who had been drilling for years. Steve stresses that patience pays off when it comes to growing in your career. As a Driller, Steve says he gained valuable leadership lessons that translated into his role today at Belmont Park. When he was promoted to Driller, he found that he was doing the majority of the work because he could get it done better and quicker than anyone else, until he realized that this was the wrong approach. Instead, when he began learning more about what his team member’s best skill sets were, coaching, and operating as a team, their productivity went up substantially. Guest centricity"Everything that we do is with the guest in mind." Because of the number of businesses that operated at Belmont Park, Steve said that walking into the park felt more like walking into a strip mall than an amusement park. When your ticket allows you certain attractions but not others, employees are wearing different uniforms, and information is difficult to find, it creates a confusing experience that Steve described as fragmented and broken. By working to acquire all of the concessionaires, not only was it a good business decision, it made for a much smoother guest experience. When describing his guest experience philosophy, Steve says that his focus is to ask, “What is that extra thing?” at every touchpoint in the park. From purchasing tickets to dining in the restaurants, Steve describes the concept of guest centricity of exceeding expectations and that everything that the park does is with the guest in mind. No paper signs"There's a lack of care for the guest when there's a crooked paper sign taped to a window." When comparing Belmont Park to Disneyland, Steve stresses that they can’t compete on the size of the park or the number of rides, but they can compete on guest experience. And part of the guest experience strategy is that there are no paper signs in the parks due to the lack of care that it shows to the guest. The standard of no paper signs is literal, but also represents the overarching standard. To be considered world-class, you can’t have paper signs taped to a window. This same standard extends into never walking past a piece of trash without picking it up, which helps to align Belmont Park’s definition of world-class.
Having opened in 1925, Belmont Park will be celebrating its 100th anniversary in 2025. While the plans are still coming together at the time of this interview, Steve is excited to be a part of the centennial celebration and is excited to rally the team and acknowledge this historic milestone. To learn more about Belmont Park, visit the park’s website and follow the park on Instagram. To connect with Steve directly, he can be reached at steve@belmontpark.com. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:
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| 30 Apr 2024 | Episode 347 - Björn Ingi Knútsson talks about Icelandic tourism, conquering yourself, and managing logistics | 00:50:59 | |
Björn Ingi Knútsson is one of the major reasons that Matt and his friends had such a positive experience in Iceland. He was the group's tour guide and was instrumental in either setting up or influencing many of the “Lessons from Iceland” Matt talked about in Episode 340. Bjorn is a native Icelander and has tremendous experience within the business and hospitality sectors, both in Iceland and around the world. He became a tour guide later in life when he was looking for something fun to do. He is also a certified wine expert and runs an attraction of his own, Vínskólinn Við Vatnið, which translates to “Wine School by the Lake”. In this episode, Bjorn talks about Icelandic tourism, conquering yourself and managing logistics.
Icelandic Tourism “We have way more tourism in the Southwest of Iceland.” Compared to the US, Icelandic tourism is in its infancy. In fact, the majority of tourists who come to visit Iceland stay in the Southwestern corner of the country, which is where you find the major airport, the capital city of Reykjavík and destinations like the Golden Circle and the Blue Lagoon Spa. But if you venture out to the East and North, you will encounter unparalleled (and undisturbed) beauty. Icelandic tourism has gotten major boosts from a few things over the years. First, a volcano that erupted that drew people to the area, and second, a marketing campaign that highlighted Iceland as a convenient stop-over between New York and Europe. Of course, not every Icelander is keen on turning their home into a tourist destination. Bjorn told us of two farmers who owned the property on either side of a canyon. One embraced tourism, the other did not. It’s unfortunate, Bjorn said, because the farmer with the better view is the one who is against the influx of tourists.
Conquering yourself “I have a mindset that I need to go outside of my comfort zone and tackle things.” Bjorn has accomplished a lot in his life, both personally and professionally. From beating cancer to starting a new career late in life, Bjorn knows what it’s like to either be pushed out of his comfort zone, or to push himself beyond his current limits. When Bjorn decided to test for his wine certification, he felt it was like going back to school. But, he said, in those situations you just have to read, research and learn in order to be ready for the next challenge. In many ways, Bjorn was inferring that we have to conquer our present self to grow into our future self.
Managing logistics “Instead of calling Ops to do things, you take matters into your own hands.” Whether directing the operations of Iceland’s largest airport or executing a tour for 18 people, Bjorn emphasizes the importance of personally managing the logistics that matter to the end user's experience. For example, in Iceland, the weather can be unpredictable, so it’s imperative to look ahead, use your resources and make contingency plans. Even on Matt’s tour, there were sights and experiences that they had to miss because of closed roads. Luckily, Bjorn looked ahead, knew of some alternative options and made a plan. The result was a seamless, and extremely enjoyable, experience.
To learn more about Bjorn and his wine school, check out Vínskólinn Við Vatnið. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:
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| 17 Oct 2023 | Episode 319: Paul Ciesiun talks about solving the unsolvable, thinking like an inventor, and growing as a leader | 00:46:36 | |
Calling all thrill makers, fun creators, and AttractionPros! Get ready for the ride of a lifetime at IAAPA Expo 2023 - the global attractions industry’s premier event. Join us in Orlando, November 13-17, for a week of learning, networking, and exploring trends and new technologies. Discover innovative solutions for growth that will supercharge your business and enhance your career. Register by November 10th at iaapa.org/iaapaexpo and save up to 30% and get an additional $10 off with code apros.
Paul Ciesiun is the President of L3DFX, an award-winning creative studio specializing in the design and manufacturing of themed elements and immersive environments. Getting his start in the Air Force, Paul found a passion for inventing and problem-solving at a young age. During his college years, Paul says he used that passion to help redefine the paintball industry, filing 19 patents and developing water-based film to replace typical petroleum processes for manufacturing paintballs. After deciding to theme his own paintball park, Paul took his talents to the amusement industry where he now serves as the President of L3DFX, helping deliver thousands of projects to take themed entertainment to the next level. In this interview, Paul talks about solving the unsolvable, thinking like an inventor, and growing as a leader.
Solving the Unsolvable “If you tell me I can’t do it, that’s my biggest motivation.” When it comes to addressing problems, Paul asserts that the problem-solving process remains consistent. Throughout his career, Paul has never encountered problems that are fundamentally unsolvable. It's all about approaching these issues from a fresh and unique perspective, coupled with a dedicated effort to gain a deep understanding of the problem at hand, as it’s true that any challenge can be overcome. Paul's career has seen him tackling a diverse range of challenges, from reimagining the fundamental properties of paintballs to devising a UV system for cleaning keypads during the height of the COVID-19 pandemic. His approach underscores the importance of listening to the world around you and finding what you think needs to be changed, as the only unsolvable problem is the one that isn’t found.
Thinking like an inventor "Everything around you is a solution to a problem." When it comes to thinking like an inventor, Paul mentions the paramount importance of examining every problem from multiple angles, from straight on to upside down. To authentically think like an inventor, one must go beyond traditional perspectives and approaches, striving to find innovative and unconventional solutions. Even with an inventive mindset, many principles are applicable to other lines of work. Inventors even approach patent filing creatively, drafting their ideas in a way that distinguishes them from previously filed patents. This process necessitates originality and teamwork, both of which are key elements in becoming a leader.
Growing as a Leader "It’s difficult to lead without knowing how people perceive you." Paul's path to leadership was sculpted by the initial challenges, and he reminisces about his early days as an immature leader. During this time, he primarily focused on achieving results rather than nurturing a cohesive team that could collectively take the necessary steps to attain those results. By building a team that feels supported and knows that they can win, Paul has changed his perception and helped create a healthy and prosperous environment. Paul emphasizes that to become a great leader, it's essential to self-evaluate at the end of each day. Ask yourself the hard questions on “Am I helping my team win?”, “What could I have done for this individual?” and “What should I have done differently?” All of these questions provide valuable insights that can be integrated into one's leadership approach.
To learn more about L3DFX, click here. To connect with Paul, connect with him on LinkedIn, or send him an email at paul@L3DFX.com
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